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留学生毕业论文:Gender and human resource management: a

Gender and human resource management: a critical review
Annette Davies and Robyn Thomas
Hakim, C. Key Issues in Women’s Work: Female Heterogeneity and the Polarisation of
Women’s Employment, London: Athlone Press, 1996.
Haas, L.L., Hwang, P. and Russell, G. (eds) Organisational Change and Gender Equity:
International Perspectives on Fathers and Mothers at the Workplace, London: Sage,
Wajcman, J. Managing like a Man: Women and Men in Corporate Management, St.
Leonards: Allen & Unwin, 1999.
Maddock, S. Challenging Women: Gender, Culture and Organisation, London: Sage,
Whitehead, S. and Moodley, R. (eds) Transforming Managers: Gendering Change in
the Public Sector, London: UCL Press, 1999.
Gender and equal opportunities
Equal opportunities (EO), gender and the development of different explanations forunderstanding women’s status within work organizations have emerged as importantissues of debate within personnel/human resource management over the last twenty-Ž veyears. It is timely, after a quarter of a century of EO legislation in the UK, to assesscritically the way that the concept 留学生毕业论文of equal opportunities has been operationalized andto evaluate different human resource management (HRM) initiatives that have beenused in an attempt to promote greater gender equality at work. An understanding of thestrengths and weaknesses of the HRM contribution to gender equality will be achievedby a critical review of how the concept of equal opportunities has been deŽ ned, drawingon insights from contemporary studies of gender and organization. The books selectedfor this review essay re ect the different positions in the debate ongender and equalopportunities.
Equal opportunities: are women and men the same or different?The debate concerning ‘sameness and difference’ in understanding gender equality andHRM practice is an importantstarting point for the discussion. The early EO movementwas founded on principles of social justice and was committed to removing prejudice
Annette Davies and Robyn Thomas, Cardiff Business School, Cardiff University, CardiffCF10 3EU, UK (tel: +44 29 2087 4000; fax: +44 29 2087 4419; e-mail:
. J. of Human Resource Management 11:6 December 2000 1125–1136
The International Journal of Human Resource Management
ISSN 0958-5192 print/ISSN 1466-4399 online © 2000 Taylor & Francis Ltd
 discrimination. The anti-discrimination legislation of the 1970s and the equalopportunities movement throughout the 1970s and early 1980s perceived the problem ofinequality to be mainly one of discrimination. The main objective in terms of promotinggreater equality was the elimination of discriminatory organizational and labourmarketpractices. Essentially, this early approach pointed to the similarities between men andwomen at work and it was assumed that, if discrimination and prejudice were removed,equal outcomes for men and women would result. According to Webb (1997), by theearly 1980s a ‘technical’ formula was emerging, with a set of prescriptions to minimize

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