ORCID Profile
0000-0003-0781-4675
Current Organisations
University of Southampton
,
University of Southampton Faculty of Medicine
,
Queensland University of Technology
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Publisher: Informa UK Limited
Date: 16-10-2019
Publisher: Oxford University Press (OUP)
Date: 07-2008
Publisher: Oxford University Press (OUP)
Date: 07-2006
Publisher: De Gruyter
Date: 06-03-2023
Publisher: Queensland University of Technology
Date: 2023
Publisher: Queensland University of Technology
Date: 2023
DOI: 10.5204/REP.EPRINTS.241144
Abstract: Overview of the Project Gender inclusivity and equal employment opportunities are key priorities for the Victorian Government. The Gender Equality Act 2020 (the Act) commenced in March 2021 and laid the foundation to improve workplace gender equality in the Victorian public sector. The legislation requires Victorian public sector entities to explicitly address intersecting forms of inequality and disadvantage. The research project aimed to centre the voices of women with disability to provide evidence-based insights into the enablers, barriers and inclusive practices shaping their career progression and promotion in the Victorian Public Service. The research team reviewed scholarly literature, analysed data extracts from the People Matter Survey (2021) and interviewed 49 women with disability from across the Victorian Public Service. Summary of Key Findings People Matter Survey Data 2021 Analysis of the People Matter Survey 2021 data extracts identified statistically significant insights. People who identified as having a disability analysed by gender identity indicated that: ● women and people who identified as non-binary and ‘other’ reported having a disability more often than men. ● women were more likely to use one or more flexible work arrangements. ● more requests for workplace adjustments were made by women, non-binary or ‘other’ gender identities and disability was often identified as a reason for requesting workplace adjustments. ● women and men reported low perceptions of workplace culture related to disability. This was significantly lower for respondents who identified as non-binary, ‘other’ or who preferred not to state their gender. Research Interviews with Women with Disability Interviews with women with disability identified three career patterns. Firstly, broadly inclusive, and positive career experiences. Secondly, broadly non-inclusive career experiences which led participants to feel unsure they had a future career in the VPS. Thirdly, most participants experienced a range of inclusive and non-inclusive career experiences which varied depending on the VPS employer or team in which they were employed. Overall, participants highlighted a desire for: ● the VPS to move forward with more consistency in how it enables the careers of women with disability across all roles and levels of seniority. ● the VPS to move away from putting women with disability in the ‘too hard basket’ towards developing a culture where disability inclusion is characterised by relationships and interactions that reflect ‘respect’ and ‘trust’. Eight themes draw together insights from the interviews with women with disability and identify experiences of the VPS workplace that can enable or create barriers to career progression: ● Sharing Disability Information ● Requesting Workplace Adjustments ● Disability Advocacy ● Team Relations ● Impact of Managers and Supervisors ● Mentorship ● Disability Leadership ● Policy Context and Application To build on the enabling aspects of women with disabilities experiences and remove barriers, the VPS should focus on fostering VPS workplaces where respect and trust are embedded throughout the broader culture. There may be value in identifying one or a small group of VPS employers to lead on developing the inclusive practices identified by participants. The inclusive practices identified by participants were drawn together into three key areas: VPS Managers and Supervisors Psychological Safety and VPS Policies and Practices. Respecting the agency of women with disability, their capability and capacity to navigate their career contexts, the report suggests three key areas women with disability may want to focus their energy and sources of support: seeking out mentoring opportunities, considering how they can advocate for their inclusion requirements, and exploring opportunities to share their career experiences with other women with disability.
Publisher: SAGE Publications
Date: 25-05-2023
DOI: 10.1177/09500170231173586
Abstract: The rapidly expanding gig economy has been criticized for creating precarious and indecent working conditions. These critiques draw on decent work debates centred on employment classification, regulation and platform fairness, with less focus on the interactions between workers, platforms and clients, which are central to the experience of platform-mediated work. This article adopts a worker-centric relational perspective to explore decent work in the gig economy. Drawing on the experiences of workers in platform-mediated domestic care work, the insights from this study highlight the importance of social interactions and relationships, using an ethics of care lens, to elucidate how relational aspects shape workers’ experiences. The findings reveal platform workers centre mutuality of interests, responsiveness and reciprocity, attentiveness and solidarity to maintain a balance of care (care-for-self and care-for-others) when negotiating platform-mediated care work. This article contributes relationality as a key dimension of decent work currently overlooked in studies exploring gig work arrangements.
Publisher: SAGE Publications
Date: 14-10-2021
DOI: 10.1177/17427150211049600
Abstract: Over time, the relevance of heroic leadership to contemporary corporate environments has been questioned, with media coverage arguing there is a need for alternate, post-heroic forms of leadership. Using a multimodal media analysis, we show how two leading Australian business magazines frame leadership in response to this debate, identifying three distinct frames of leadership. The first frame emphasizes masculinized heroic leadership as normative which reinforces gendered assumptions through differential framing of men and women’s leadership. We then argue media (re)frames post-heroic leadership as a variation of heroic leadership through two further frames by subsuming feminized attributes into the repertoire of heroic leadership as ‘softer masculinities’ and through the construction of a masculinized post-heroic hero, both applied exclusively to men’s leadership. This (re)framing of heroic leadership has significant implications for perceptions of credible contemporary business leadership.
Publisher: SAGE Publications
Date: 20-10-2022
DOI: 10.1177/10596011221133583
Abstract: Neuro ersity has historically been dismissed and undervalued in management and organizational studies literature. In recent times, there has been a recognition in practitioner forums about the benefits associated with neuro ersity, triggering recruitment drives to hire neuro ergent in iduals. However, lack of theoretical frameworks and empirical research on workplace neuro ersity is undermining practice. We address this gap by presenting a multistage theoretical framework of managing neuro ersity premised on (a) creating a neuro erse workplace through reconfiguring recruitment and selection (b) fostering an inclusive workplace through careful implementation of development and engagement practices and management of perceptions of reverse discrimination and (c) capitalizing on the benefits of an inclusive workplace, enhanced by equitable supervision, to achieve improved employee and organizational outcomes. This paper enriches the literature on managing workplace neuro ersity by offering deeper insights into barriers to employment, inclusion in the workplace, and positive outcomes of employment. Our proposed framework, derived by an integration of theories, will help managers effectively manage neuro ersity in the workplace, addressing the associated challenges. Finally, this paper lays a foundation for future research to advance knowledge on managing neuro ersity in organizations.
Location: United Kingdom of Great Britain and Northern Ireland
Location: United Kingdom of Great Britain and Northern Ireland
Location: United Kingdom of Great Britain and Northern Ireland
No related grants have been discovered for Maria Hameed Khan.