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Chapter 7 - Women in male dominated industries. This research highlights how the legislative requirements relating to EEO program development and EEO reporting do not in themselves generate workplaces where EEO conditions are implemented and also experienced by employees. There is a need when assessing the effectiveness of EEO programs to examine the managerial commitment to EEO programs and the extent to which the experience of women workers matches the ideals of stated EEO programs. | Chapter 7 Women in Male Dominated Industries John Burgess, Lindy Henderson and Glenda Strachan Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 7- The research project Research question: What factors within a company makes for a ‘good’ job and a ‘bad’ job in two very similar institutional environments for a group of minority workers? Why did female workers at one workplace feel valued, informed and respected while those at the other workplace felt marginalised and even ostracised? Methods: two case studies involving analysis of documentary material, e.g. enterprise agreements, and interviews with employees and managers. Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 7- The two companies Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 7- Recruitment Both companies sought to | Chapter 7 Women in Male Dominated Industries John Burgess, Lindy Henderson and Glenda Strachan Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 7- The research project Research question: What factors within a company makes for a ‘good’ job and a ‘bad’ job in two very similar institutional environments for a group of minority workers? Why did female workers at one workplace feel valued, informed and respected while those at the other workplace felt marginalised and even ostracised? Methods: two case studies involving analysis of documentary material, e.g. enterprise agreements, and interviews with employees and managers. Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 7- The two companies Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 7- Recruitment Both companies sought to recruit women into non-traditional areas but with limited success. MM has made efforts to provide women with a safe working environment and access to career advancement, and several women are in line management. For EM, eliminating occupational segregation was a priority area. Yet women in non-traditional areas are few, and did not necessarily find a welcome environment: ‘When I first started here, my foreman told me that women shouldn’t be working in this industry’ (woman in manual trades). There were no career paths available to women in the clerical area, and those in the production area had to contend with a hostile workplace. Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 7- Advancement At MM the company paid fees and/or provided leave to attend training courses and further education. This was not the case at EM. Several women were undertaking courses outside work hours in order to leave EM. These women were
