Women in their full diversity? Provincial government responses to socio-economic exclusion of lesbian, bisexual and transgender women in Gauteng

Isaacs, Nazeema; Lynch, Ingrid; Shabangu, Celiwe; Reygan, Finn; Neluheni, Mudzunga

doi:10.1080/10130950.2019.1690323

Cited by 3 publications

(2 citation statements)

References 7 publications

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“…Another issue is that if intersectional identities lead to intersectional discrimination, then multiple discrimination may affect candidates' job search (Staiger et al, 2018). This contributes to similar demographics being perpetuated in the workforce (Isaacs, 2020). This research also demonstrated that skills, productivity, work, and leadership are judged differently on the basis of gender alone.…”

Section: Equity In the Workplacementioning

confidence: 53%

“…When experiences of equity involve prejudice, it can be defined by the person experiencing it as having more conscious feelings of negative affect (Stephens et al, 2019) Equity encompasses multiple historically marginalized groups. For example, research by Isaacs (2020) discusses the narrative of female-identifying people. This entails how female-identifying people are significantly less likely than men to be promoted to senior management roles.…”

Section: Equity In the Workplacementioning

confidence: 99%

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Adapting Organizational Inclusivity Through Empowering Gender-Diversity

Nguyen

2024

icgr

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With an increasingly diverse workforce, organizational efficiency needs to consider the measurement of sustainability through the empowerment of social identities. When organizational leaders intentionally foster a culture that values their gender-diverse stakeholders, organizational efficiency increases. This article reviews how organizational leaders are able to increase their productivity, efficiency and overall organizational sustainability through adapting to inclusive practices. Sharma (2019) notes that initiatives to enhance diversity, equity, and inclusion can significantly enhance a company's performance, resonating particularly with newer generations of employees who seek meaning and purpose in their work. The organization’s environment has the opportunity to facilitate a stronger stakeholder-focused culture which emphasizes inclusivity. Through the evaluation of Diversity, Equity and Inclusivity principles as well as analyzing the intersectionality of Gender-Diversity, this article highlights how organizational inclusivity must empower its stakeholders. Social Identity Theory presents how individuals are able to thrive through their authenticity. This leads to workplace leaders being presented with the organizational need of adapting to include equitable practices for inclusivity. As social identity is a prevalent part of employee’s psychological-safety, organizations need to measure their efficiency through efforts of inclusivity. Workplaces must value the psychological-safety of all of its stakeholders in order to thrive as an entire organization (Frazier et al.,2017). Current research demonstrates the need for organizations to practice alignment of stakeholders and collaboration for productivity (Zhenjing et al., 2022). However, the gap in current research presents that gender identity is not currently considered as a social identity that needs inclusivity efforts in the workplace. When organizations adapt their practices to enable all stakeholders to thrive through inclusive efforts, overall organizational efficiency increases. Stringer (1999) discusses how the facilitation and implementation of change as part of action research projects can help create systemic changes. This type of change to the systems of the workplace through equitable practices for gender-diversity would create change for future generations in the workplace.

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Section: Equity In the Workplacementioning

confidence: 53%

Section: Equity In the Workplacementioning

confidence: 99%