Applying a social-ecological systems lens to patterns of policy, operational change, and gender participation in a large Aotearoa New Zealand organisation

The chronological development of a central government agency, the New Zealand Department of Conservation (DOC), in response to changes in government policy is examined against patterns of gender participation. We use interdisciplinary social-ecological systems theory to examine relationships between...

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Bibliographic Details
Published in:Journal of the Royal Society of New Zealand 2022-10, Vol.52 (5), p.539-568
Main Authors: Forbes, Verity C. B., Dickinson, Katharine J. M., Hulbe, Christina L.
Format: Article
Language:English
Subjects:
Data collection
Department of Conservation
Disruption
Equality
equity
Females
Gender
Glass
Government policy
Leadership
Legislation
Organizational change
Policies
Public policy
Representations
Social ecology
social-ecological
Social-ecological systems
Stratification
System theory
Systems theory
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Summary:The chronological development of a central government agency, the New Zealand Department of Conservation (DOC), in response to changes in government policy is examined against patterns of gender participation. We use interdisciplinary social-ecological systems theory to examine relationships between the DOC institutional system and its patterns of gender participation. Factors examined include external drivers and internal response mechanisms over time at individual, organisational and external scales. A thematic analysis of DOC's online corporate literature is used to collect data regarding six organisational themes: leadership, finance, structure, strategy, legislation, and management. The thematic data, synthesised into a timeline, are then assessed against the corresponding political backdrop (1987-2019). DOC's history is characterised by repeated disruption and these events are associated with different response patterns at different levels across the entire workforce. Gender equity gains within lower ranks are not mirrored at higher ranks and both glass ceiling and glass cliff patterns are evident. Prior to policy intervention, larger female representation rates are associated with smaller pay gaps in leadership ranks. Stratification within occupation types limits pay gains at lower ranks. Changes in the organisation's core business affect male and female representation in the workforce differently.
ISSN:0303-6758
1175-8899
1175-8899
DOI:10.1080/03036758.2021.2012489