Transsexuals and workplace diversity

Abstract

Purpose -The purpose of this paper is to examine the key issues involved in situations within the workplace when an employee goes through gender reassignment, in order to consider how such situations might be managed more effectively. Design/methodology/approach -It analyses a case study from a national public sector organisation in the UK where a transsexual person went through male to female gender reassignment. The case was compiled via participant observation and one to one interviews with the key players in the process (managers, human resource staff and colleagues as well as the individual). Findings -Key issues discussed include the effects on trust and relationships at work, harassment, the role of trade unions, training, and other support. It explores the difficulty of gaining acceptance for a transsexual, and links this to literature on managing diversity and change management.Research limitations/implications -The case study is in the public sector in the UK, but implications are valid for other organisations. Practical implications -Makes suggestions for managing transsexual issues for management and for trade unions, whilst being cautious about the extent of acceptance that can be achieved. Originality/value -Existing literature tends to focus on the transsexual individual's own viewpoint, and guidelines from transgender support groups. This study includes the roles and reactions of all the key people involved within a real organisational case, and offers insights into the issues involved when managing transsexual cases in the workplace.

Gender Identity Issues and Workplace Discrimination: The Transgender Experience

“…Those who deviate from these conceptions are confronted by "authorities of delimitation" associated with social milieus including the workplace. Coworkers and management may not support transitioning in the workplace, as illustrated by the case study of Susan, the MTF transgender individual who transitioned on the job (Barclay & Scott, 2006). Susan's experiences were similar to those of many of the participants in this study, where others refused to accept physical changes or acknowledge chosen names and genderappropriate pronouns.…”

“…A case study in the United Kingdom focused on a male-to-female (MTF) individual who transitioned in the workplace (Barclay & Scott, 2006). Data were collected through participant observation and one-on-one interviews with managers, Human Resources staff, colleagues, and Susan, the transsexual individual on whom the case study was based.…”

Facilitating Career Development Concerns of Gender Transitioning Individuals: Professional Standards and Competencies

“…These discriminatory acts toward gender transitioning employees, deeply rooted in U.S. society by transphobia, perpetuate feelings of uncertainty, embarrassment, fear, and loss (O'Neil et al, 2008).Thus, gender transitioning employees are forced to silence their voice, thereby affecting their ability to seek help from professionals and advocate for themselves. To support this observation, Barclay and Scott (2006) noted two additional examples of workplace discrimination that are unique to transgender employees: scrutiny from staff because of high visibility resulting from their gender deviation and marginalization and not being included in social interactions in the work environment. For many of these individuals, these challenges are likely to be persistent.…”

“…Using a case study approach, Barclay and Scott (2006) examined the effects of gender transition in the workplace for Susan, a MTF transsexual. Susan's experiences with her coworkers, managers, and staff indicated that she not only experienced a lack of family support, but also harassment from colleagues and a lack of support from her trade union.…”

“…Career development practitioners should promote an understanding of issues associated with gender transition in the workplace and broader community because an individual's transition has an effect on others around them. In addressing workplace education, Barclay and Scott (2006) emphasized the importance of consultation and collaboration with stakeholders (e.g., coworkers, supervisors) to develop a plan that would provide time for employees to adapt to the new status of gender transitioning individuals, such as offering ideas to the client's supervisor regarding creating an affirmative work environment. These authors noted that proactive planning plays a central role in good training because it provides education and raises awareness aimed at increasing tolerance and acceptance; this is in contrast to poor training, which may increase stereotypes and intergroup friction.…”