Teaching the Political Context of EC Law

Books reviewed in this article: D. Dinan, Ever Closer Union? An Introduction to the European Community J. Greenwood, Representing Interests in the European Union F. Hayes-Renshaw and H. Wallace, The Council of Ministers S. Hix and C. Lord, Political Parties in the European Union N. Nugent, The Government and Politics of the European Union R. Dehousse, The European Court of Justice: The Politics of Judicial Integration P. Craig and G. de Burca, EC Law, Text, Cases, & Materials D. Chalmers and E. Szyszczak, European Union Law. Volume One. Law and EU Government     

Gender targets and trickle-down effects: Avoiding the ‘decoupling dynamics’ that limit female representation in senior roles

Women constitute the majority of the Australian public sector workforce, but their representation in senior roles is not proportional. Australian public services have gender targets to improve the representation of women in senior roles. Based on previous research, targets are expected to first increase female representation at the target's focal level, such as executive level. Then they should initiate a trickle-down effect (TDE), increasing female representation at the level immediately below the target's focal level, such as the executive feeder level. However, the TDE observed in a state public service decelerated after a gender target was imposed. We identified whether individual departments had a consistent or inconsistent TDE and conducted 13 semi-structured interviews with key stakeholders. Too many service-wide targets with low prioritisation of a gender target, as well as missing and ineffective practices, generated decoupling dynamics. Only departments with gender champions who had visible backing from the Chief Executive were able to keep the gender target coupled with practice to achieve its intended outcomes.

Points for practitioners

• Gender targets in Australian public services may not be achieving intended outcomes due to decoupling—a response to policies in which the policies are ignored and/or ineffective practices are implemented.
• Too many competing targets and limited accountability for achieving a gender target create a potential for decoupling by allowing individuals and groups to ignore or weakly adopt the policy.
• Integrated bundles of top-down (e.g. requiring at least two women on shortlists) and bottom-up practices (e.g. mentoring) can help avoid decoupling by ensuring women are appointed to senior roles and supported to progress through an organisation.
• Chief Executives are key to ensuring a gender target remains coupled with its implementation; Chief Executives must provide visible support to internal champions to make gender targets effective.