The Strongest Link: Legitimacy of Top Management Diversity, Sex Stereotypes and the Rise of Women in Human Resource Management 1995 – 2004

Abstract

The strongest link: Legitimacy of top management diversity, sex stereotypes and the rise of women in human resource management 1995-2004 Management Revue

HR Professional Role Tensions: Perceptions and Responses of the Top Management Team

“…By creating an environment that allows employees to develop their full commitment, women potentially bridge the "capital and labour divide." The alignment of organizational and employee interests and increased employee commitment to the organization are key HRM tasks, and Reichel et al (2010) argue that such initiatives are consistent with female stereotypes. Indeed, in the following discussion of the factors that reduce HRM role tension, the capacity to encourage with the quality and appropriate cultural fit of the advice that is externally sourced.…”

“…An association is made in the data, however, between women in the HRM role and a "softer" view that may not be consistent with the strategic business focus of HRM. Recent research by Reichel, Brandl, and Mayrhofer (2010) has reviewed the joint increase in HRM status and inclusion of women, and they have acknowledged the persistence of the stereotype of the HR function as feminine and nurturing as a reason for women entering the HRM profession. From the organization's point of view, however, the authors argue that there are very sound strategic diversity reasons for the inclusion of women in senior HRM roles that may explain the concurrent rise of women in the role with the increased status of the function.…”

“…The authors also point out that the rise of women in the HRM role is not seen to be at odds with a strategic business focus. Drawing from Barney's (1991) resource-based theory, Reichel et al (2010) argue that in order for human resources to become valuable, rare, imperfectly imitable, and non-substitutable, there is an associated focus on high-commitment and high-involvement HRM. By creating an environment that allows employees to develop their full commitment, women potentially bridge the "capital and labour divide."…”

HR past, present and future: A call for consistent practices and a focus on competencies

“…In addition, the HR profession has become a somewhat gender-segregated profession, with far more women within the profession-perhaps as much as a 75/25 split. And as the percentage of women in HR grew, the average salaries in HR relative to other areas declined (Kochan, 2004;Reichel, Brandl, & Mayrhofer, 2010). But more telling is that far more men than women occupy the ranks of HR executives, with more men in the top HR position in large corporations.…”

Stereotypes in Managing Diversity in the Context of Sex

“…In recent years, there has been increased interest in the subject of stereotypes in management. It seems that the reason for the development of research on this issue is the fact that key concepts revolve around prejudices against diversity [Kunze, Boehm and Bruch, 2013;Reichel, Brandl and Mayrhofer, 2010], which may be the source of the formation or even strengthening of stereotypes. Diversity management offers opportunities to exploit the diversity potential and minimize the risk of stereotyping, as it is based on the assumption that the conscious activities of "celebrating diversity" and the integration of diverse values will create a work environment in which the talents of all employees will be engaged to achieve common goals [Kandola, Fullerton, 1994].…”