The role of organizational learning in soft regulation of workplace gender equality

Abstract

Purpose The purpose of this paper is to explain progress, or the lack of it, in achieving workplace gender equality goals prescribed by affirmative action regulation by using concepts from soft regulation and organizational learning. Design/methodology/approach The research design is a longitudinal study (2002-2012) of a critical case, that of a single large organization in the male-dominated steel manufacturing, distribution and mining industries. The case focusses on the evidence about organizational learning to be found in that organization’s reports to government on its activities to promote workplace gender equality. Findings While other factors play a role, the apparent failure of the soft regulation to generate a significant shift in gender equality outcomes may also be attributed to ineffective organizational learning, demonstrated by the absence of systematic reflection within the organization on how to improve workplace gender equality, and the lack of firm targets and external benchmarking. Research limitations/implications Self-reported data may be overstated or incomplete. More research is needed to confirm the nature of the specific learning processes occurring within organizations. Practical implications Absent the advent of hard sanctions in workplace gender equality regulation, the responsible government agencies may find it valuable to focus on ways to encourage target organizations to develop competence in organizational learning. Social implications More effective gender equality regulation may change organizational policy and practice and improve work opportunities for women. Originality/value Rather than concluding that the only alternative, when soft regulation is unsuccessful, is hard regulation, this paper shifts the focus to ways that soft regulatory processes might be improved to strengthen their effect.

Regulating for gender equality in the Australian Public Service: Extending Dickens’ tripod of regulation

“…Public sector equality duties have been found to have a normative impact, spreading ideas and strategies about equality from the public to the private sector. However, some researchers argue that the impact of the UK gender equality duty has been tempered due to weak enforcement measures and a focus on process rather than outcomes (Manfredi et al, 2018; Conley and Page, 2015). Manfredi et al (2018) recommended that a positive gender equality duty can be strengthened through effective data collection, education, leadership and strong enforcement mechanisms.…”

“…However, some researchers argue that the impact of the UK gender equality duty has been tempered due to weak enforcement measures and a focus on process rather than outcomes (Manfredi et al, 2018; Conley and Page, 2015). Manfredi et al (2018) recommended that a positive gender equality duty can be strengthened through effective data collection, education, leadership and strong enforcement mechanisms. Enforcement powers could mirror those in labour law and workplace health and safety, supported by inspectorates, audit institutions, and ombudsman's offices, as recommended by the OECD (2019).…”

“…Murray, Levesque and Vallee define labour regulation as 'the totality of processes and norms by which actors and institutions, at different levels, contribute to the determination of the conditions of work and employment ' (2000: 246). Such determination is commonly undertaken either through hard (command and control) law, which incorporates formal rules and sanctions (Gahan and Brosnan, 2006) or soft (responsive) regulation, which aims to promote desired behaviours and includes HR policy (Macneil and Liu, 2017).…”

Yours ethically

“…Such activities consist of welfare practices that directly influence the physical and psychological workings of employees (De Roeck et al, 2014;Potdar et al, 2018a). These encompass respect (Liu et al, 2016), training and development (Eldor and Harpaz, 2016), equality of opportunities (Macneil and Liu, 2017), work-life balance (Adisa et al, 2017), and overall wellbeing (Gupta and Sharma, 2016). Research has identified that internal CSR activities may influence employee engagement more than external CSR (Gond et al, 2017) suggesting organisations should strengthen their internal CSR practices to evoke higher employee engagement.…”

Guest editorial

“…The first paper to present empirical evidence is by Macneil and Liu (2017), who problematise the relationship between soft regulation, organisational learning and workplace gender equality goals. Using a longitudinal single-case organisation in the male-dominated steel manufacturing, distribution and mining industries in Australia, the paper focuses on the evidence of organisational learning by looking at the organisation's reports to government on its activities to promote gender equality.…”