Gender identity inclusion in the workplace: broadening diversity management research and practice through the case of transgender employees in the UK

Ozturk, Mustafa Bilgehan; Tatlι, Ahu

doi:10.1080/09585192.2015.1042902

Cited by 144 publications

(194 citation statements)

References 66 publications

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“…This would appear to be particularly crucial for businesses situated in the UK, where protective legislation for transgender individuals is very progressive compared to many other countries, and may breed an attitude of complacency among top firms with regard to developing their own trans-supportive initiatives when they can rely upon the legislation instead. This inference is consistent with findings from Ozturk and Tatli (2015) identifying gender identity diversity as a "blind spot" in HRM practice within the UK. According to Wilkinson and Fay (2011), participation, engagement, involvement, and empowerment are key components of employee voice; there is little evidence as yet that FTSE 100 companies are engaging specifically with transgender employees on these elements.…”

Section: Outcomes For Business and Management Scholarshipsupporting

confidence: 80%

“…A review of FTSE 100 firms' annual reports by lesbian, gay, bisexual and transgender (LGBT) network OUTstanding demonstrates that 80% of these top UK firms do not have specific non-discrimination policies for transgender staff (Bentley, 2015). The business and management research literature largely echoes this silence, in both the UK and the US, and elsewhere (Collins, McFadden, Rocco, & Mathis, 2015;Ozturk & Tatli, 2015).…”

Section: Introductionmentioning

confidence: 99%

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Listen carefully: transgender voices in the workplace

Beauregard

Arevshatian

Booth

et al. 2016

The International Journal of Human Resource Management

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We find that only 17% of FTSE 100 company websites refer directly to transgender ('trans') individuals, illustrating the extent to which trans voices are unheard in the workplace. We propose that these voices are missing for a number of reasons:voluntary silence to protect oneself from adverse circumstances; the subsumption of trans voices within the larger 'LGBT' community; assimilation, wherein many trans voices become affiliated with those of their post-transition gender; multiple trans voices arising from diversity within the transgender community; and limited access to voice mechanisms for transgender employees. We identify the negative implications of being unheard for individual trans employees, for organizational outcomes, and for business and management scholarship, and propose ways in which organizations can listen more carefully to trans voices. Finally, we introduce an agenda for future research that tests the applicability of the theoretical framework of invisible stigma disclosure to transgender individuals, and calls for new theoretical and empirical developments to identify HRM challenges and best practices for respecting trans employees and their choices to remain silent or be heard.

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Section: Outcomes For Business and Management Scholarshipsupporting

confidence: 80%

Section: Introductionmentioning

confidence: 99%

Listen carefully: transgender voices in the workplace

Beauregard

Arevshatian

Booth

et al. 2016

The International Journal of Human Resource Management

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“…Until very recently, trans* has been a marginalized issue in diversity management (Ozturk and Tatli 2016). If it has been mentioned at all, it has largely only been as one element of the acronym LGBT (or LGBTI).…”

Section: Trans-identities and Diversity Managementmentioning

confidence: 99%

Intersexuality and Trans-Identities within the Diversity Management Discourse

Köllen

2016

Sexual Orientation and Transgender Issues in Organizations

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Within both the scientific discourse on workforce diversity, and diversity management practice, intersexuality and transgender issues have hitherto remained marginalized topics. This chapter gives an overview of the discourses on both phenomena, and proposes starting points for more inclusive organizational diversity management initiatives. It is shown that both topics represent different aspects of the category of "gender". The common practice of conceptually lumping together intersexuality, transgenderism, and sexual orientation can be seen as one important reason that intersexuality and transgenderism are rarely considered in organizational diversity management programs in terms of concrete action. Against this background, a modified, and more integrated approach to structuring the workforce alongside the different dimensions of diversity is proposed. It is shown that the categories of "biological sex and gender", "gender identity", and "sexual orientation" cannot be regarded as being separate from each other. They represent, rather, an interrelated organizational field of action that should be considered as being one interrelated topic for organizational diversity practices. This chapter derives this claim theoretically and discusses the consequences for organizational diversity management practices. For most organizations, this would mean a fundamental rethinking of their goals, in terms of workforce diversity, and the shaping of their diversity management programs.

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“…As a result, some trans employees describe a variety of adverse experiences such as exclusions, insults, discomforts, and embarrassment on the part of employers, co-workers and customers (McPhail et al, 2016;Ozturk & Tatli, 2015;Whittle et al, 2008;Whittle et al, 2007). Moreover, there are cases of discriminatory treatments against trans employees in hiring, promotion, training and wage settings (Köllen, 2016;Ozturk & Tatli, 2015;Whittle et al, 2008;Whittle et al, 2007).…”

Section: Accepted Manuscriptmentioning

confidence: 95%

“…In the international literature, studies do highlight the fact that firms are struggling to deal with trans employees cases due to lack of knowledge and training on the issue (Ozturk & Tatli, 2015;Whittle et al, 2008;Whittle et al, 2007). As a result, some trans employees describe a variety of adverse experiences such as exclusions, insults, discomforts, and embarrassment on the part of employers, co-workers and customers (McPhail et al, 2016;Ozturk & Tatli, 2015;Whittle et al, 2008;Whittle et al, 2007).…”

Section: Accepted Manuscriptmentioning

confidence: 97%

Trans employees, transitioning, and job satisfaction

Drydakis

2017

Journal of Vocational Behavior

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While trans employees have become more widely recognized in society, our understanding of their work experiences remains underdeveloped. In the current study, we investigate whether transitioning is associated with job satisfaction in England, Wales and Scotland.Using longitudinal data collected before and after sex reassignment surgery associations between job satisfaction and mental health/life satisfaction are examined for trans men and women. The estimations suggest that employees experience higher job satisfaction, mental health and life satisfaction after sex reassignment surgery than before. In addition, the estimations suggest that after sex reassignment surgery, the associations between job satisfaction and mental health/life satisfaction are stronger than before. Moreover, the estimations suggest that employees not only experience higher job satisfaction after sex reassignment surgery, but also during transitioning. The results suggest that, firms should not treat transitioning employees in a biased way, since their transition might entail positive personal and workplace advancements.

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Gender identity inclusion in the workplace: broadening diversity management research and practice through the case of transgender employees in the UK

Abstract: An open access repository of Middlesex University research http://eprints.mdx.ac.uk Ozturk, Mustafa Bilgehan and Tatli, Ahu (2016) Gender identity inclusion in the workplace: broadening diversity management research and practice through the case of transgender employees in the UK.

Cited by 144 publications

References 66 publications

Listen carefully: transgender voices in the workplace

Listen carefully: transgender voices in the workplace

Intersexuality and Trans-Identities within the Diversity Management Discourse

Trans employees, transitioning, and job satisfaction

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