The International Journal of Public Sector Management, (UK), Vol 11 No 1 98. Start page: 71 No of pages: 10
Describes the case study of a public sector organization aimed at exploring views on the implications and outcomes of devolving the responsibility for gender management to line managers. Focuses on whether development offers an opportunity to integrate the importance of equality and valuing of gender differences into organizational cultures, or whether such a strategy offers a route for opting out of considering gender issues. Discusses the concerns voiced by line managers and employees of both sexes at the removal of a specialist equal opportunities role and devolvement of full responsibility to line management. Puts forward a three-stage devolvement process which moves from the initial stage of having a centralized equal opportunities specialist or unit, through an interim stage at which an integration team is developed, comprising representatives from all functions and also senior management, before the final stage of full devolvement is reached with line managers being fully responsible for equality.
Subject(s): EQUAL OPPORTUNITIES, PUBLIC SECTOR, LINE MANAGEMENT, DELEGATION, GENDER
Database: PTA: Personnel & Training Abstracts
Style: Theoretical with application in practice, Case study. Reference: 27AE226
Reproduced by permission of Anbar Management Intelligence