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gendered challenge kelly.docx

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Department
Sociology
Course
SOC265H1
Professor
..
Semester
Fall

Description
Gendered challenge, gendered response Kelly  Gendered organizations and the work-family interface. Examine the attempt to change organizational culture  Results-only work environment ROWE  1. How does this initiative attempt to challenge the ideal worker norm, which gives primary to paid work obligations over unpaid family care work?  2. Why do women’s and men’s responses reveal about the persistent ways that gender structures both work and family life?  White-collar workers, especially managers and professionals are expected to work long hours, arrange their outside responsibilities around their paid work and be willing to relocate or travel as requested  These behaviors signal appropriate devotion to one’s work  These expectations called ‘ideal worker norm’ reinforce gender inequality in the workplace  Hegemonic masculinity in white-collar organizations involve publicly privileging a business or professional identity that distances men from day-to-day family caregiving and from blue- collar labor (manual labor)  Living up to the ideal worker norm is an important way to enact masculinity-and protect a privileged position- in white collar workplaces and at home  Work-family policies and flexible work arrangements have had a limited impact for several reasons  Higher status employees with high income and better benefits are more likely to have access to work-family benefits  Flexible work arrangements remain a deviation from the norm, framed as ‘accommodations’  ROWE is distinctive in both goals and strategies.  Has been designed as an ‘adaptive culture change strategy’ that is broadly applicable and not targeted to working mothers or parents  ROWE was not presented as a work-family initiative or a gender equity initiative, rather it was strategically framed as a smart business move  ROWE reduces work-family conflict and time strains  Masculinized ideal worker norm: expectations 1. Long hours, 2. Visible busy-ness, 3. Responsiveness to unexpected work  Working long hours is a sign that employees are readily available and eager to meet others’ needs; further reinforces the ideal worker as someone-most often a man who does not have or does not attend to, other pressing commitments outside of work  Visible busyness also serves as an indicator of status, regardless of whether the activities are actually productive  Two routine work practices that reinforce the primacy of
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