The Construction of Management
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The Construction of Management

Competence and Gender Issues at Work

Brownen Ann Rees

Despite continuing equal opportunity approaches, women are still significantly under-represented at senior management levels and earn less than male colleagues. The author questions whether competence systems – developed and implemented in the workplace to provide objective measurement of management performance – contribute to, rather than improve, women’s disadvantaged position in the workplace.
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Appendix 1: List of interviews, observations and questions

Brownen Ann Rees


(M or F indicates whether the respondent was male or female, and the number in brackets the number of interviews that took place with each individual) Organisation A: University Head of Human Resources (M) (x2) (one with male colleague) Vice Chancellor (M) (with male colleague) Operations Director (M) ( with male colleague) Consultant (F) (telephone interview) Dean of Social Science (M) Organisation E: Trust Consultant (F) (x4) Chief Executive (M) (x2) (with male colleagues) Head of Human Resources (M) (with male colleague) Head of Personnel (M) (x3) (one with male colleague) Members of Project Implementation Group (2F, 1M) (3 separate interviews) Observer/participant at focus groups introducing competences and appraisal to managers (one day) Organisation F: Beauty and Cosmetics manufacturer and retailer Head of Corporate Services, HR Director and Executive Committee member (M) Performance improvement developer (F) (x2) (one with male colleague) Equal Opportunities Manager (F) (x2) Head of Learning and Development (F) Second at Learning and Development (F) (x3) Person responsible for drawing up ‘The Rough Learning Guide’(F) Head of Product Promotion and Marketing (F) Head of Technical Production and Executive Committee member (M) 177 APPENDICES 1/10/03 12:37 PM Page 2 178 The construction of management Consultant to the board (M) General Manager for company values (F) In addition observation and/or participation at various stages of the process. 1. Observer, then participant at initial clustering of competences 2. Observer at meeting when various senior managers were presented with clustered competences 3. Observer/participant at one-day meeting when human resource specialists...

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