Human Resource Management Journal, (UK), Vol 8 No 1 98
Start page: 23. No of pages: 18.
Examines the literature on human resource management (HRM) and questions whether it represents an advance for gender equality, as some commentators have suggested. Argues that the HRM model is gendered and that this is reflected in HR concepts and practices which serve to perpetuate gender inequality. Examines UK research into a number of these concepts and practices which indicates that this is the case, notably the concepts of flexibility and commitment and the practices of selection, performance appraisal and pay. Sees these developments as undermining the existing equal opportunities legislation and practices. Believes that the problems facing equal opportunities initiatives will be compounded by the trend towards devolving responsibility for human resource issues to line managers. Concludes that this review illustrates the extent that HRM practices disadvantage women, despite them appearing to be gender-neutral. Looks at the implications for human resource practitioners wanting to promote gender equality.
Subject(s): GENDER, HUMAN RESOURCE MANAGEMENT, EQUAL OPPORTUNITIES, FLEXIBILITY, COMMITMENT, SELECTION, PERFORMANCE APPRAISAL, PAY, LINE MANAGEMENT, UNITED KINGDOM
Database: PTA: Personnel & Training Abstracts
Style: Theoretical with application in practice, Literature review
Reproduced by permission of Anbar Management Intelligence