Senior management women and gender equity: a comparison of public and private sector women in Australia

Abstract

Gender inequity is constructed and reproduced differently in response to varying organisational contexts. In order to challenge gender inequity, EEO policies must be monitored and managers need to enact appropriate strategies that enable change. This article compares the views and strategies of 251 senior management women in public, and 338 in private, sector organisations towards issues of gender equity. The aim is to contrast and compare the views and reported behaviour of senior management women in each sector towards gender equity, and examine the strength and nature of any differences arising from the different organisational contexts. The results highlight the importance of an identification with feminism, personal experience with sexual discrimination, and the assistance of amentor as enabling forces that predispose senior women managers in both sectors to enact change strategies that address gender inequity. However, women in the public sector are significantly more predisposed, than private sector women, to enact strategies that challenge gender inequity. The results are discussed with regard to their implications for gender equity goals in each type of organisational context.