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留学生毕业论文:Gender and human resource management: a(13)

accounts and wider case-study research on women in management. Part 2 then
considers issues of men, management and masculinities. The book emphasizes the
importance of understanding gender and identities as being in process rather than
objective and Ž xed and thus there may be multiple forms of masculinity and femininity.
It is this that underpins the main aim of the book which is to demonstrate, in a range of
public-sector contexts, the gendered and sexualized interrelationships of organizational
and managerial life.
The chapters in the Whitehead and Moodley book consider a number of issues
centred on the framework of voice, power and resistance. It is argued that restructuring
in the public services, together with managerialism, promotes new forms of masculinist
managerial subjectivities ‘that expect management to be men in the most essentialist
sense of the word’ (Brewis, p. 90). While the traditional culture of many public-sector
Davies and Thomas: Gender and human resource management 1133
organizations could be understood as ‘gentlemen’s clubs’ (Maddock and Parkin, 1994),
the new discourses of management seem, on the face of it, gender neutral. However, as
Ozga and Walker argue in their chapter, we are witnessing a ‘re-masculinisation’ of
management, albeit in a different conŽ guration. The promotion of more ‘feminine ways
of working’ merely co-opts women managers into using their ‘special people skills’ in
improving economy and efŽ ciency. As with Maddock’s and Wajcman’s work, however,
many of the chapters conclude that heterosexual masculinity dominates the meanings of
management in the new regimes and that those who stand outside this norm are viliŽ ed
and marginalized. Women who choose to perform outside their gendered scripts remain
invisible and inaudible. Thus, while the introduction of managerialism has enabled the
challenging of accepted ‘truths’ within these organizations, and there is some evidence
that women have been able to make inroads into management and to manage in
different ways, this has been without a fundamental challenge to the masculinist nature
of management and organizations.
In conclusion, in terms of understanding gender equality and HRM, these Ž ve books
demonstrate the complexity of the issues involved in this debate. Simplistic explanations
of gender inequality or simplistic solutions linked to the feminization of
management or cultural change fail to challenge the conceptualization of work and of
organizations as gender neutral. As argued by Dickens (1998), gender-neutral HRM
strategies may even contribute to the gendering process and the gendered nature of
organizations as they leave the underlying gendered concepts as ‘given’ and therefore
unchallenged. In addition, by presenting women as a homogeneous group, ‘masculine’

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