Importance and Key Contribution
This paper explores the identity management of lesbian, gay and bisexual workers in Ireland through a power lens. In particular, we look at how this identity management is shaped and influenced by hegemonic power in the workplace.
Ireland is currently in a state of flux in relation to LGBT (lesbian, gay, bisexual and transgender) rights and thus provides an interesting context in which to base this research. Although Ireland is now identified as becoming a post-Christian society, and an increasing trend towards atheism or non-Christian faith within the population has been seen, the Roman Catholic Church still retains a large amount of control over many aspects of Irish society, most notably within the education and health systems. While Ireland is becoming increasingly liberal in attitude, male homosexuality was decriminalised only relatively recently in Ireland (1993), compared to other European countries (e.g. 1967 in the UK, 1969 in Germany and 1979 in Spain). Contrariwise, following the recent passing of the Marriage Equality referendum and the introduction of gender recognition legislation, Ireland is now one of the most progressive countries in the world with regards to LGBT rights. The resulting research context is a contrasting mesh of liberal laws and open mindedness, set in a background of traditional religious and conservative beliefs.
A systematic literature review on the topic of LGB careers found a number of key influences in relation to LGB workplace experiences, including the management of, and decision whether or not to disclose, one’s sexual identity. This paper considers an in-depth examination of identity management in the Irish context, where only limited research has been performed to date, and explores how heteronormativity in organizations may affect one’s decision to come out or not, as well as the manner in which they do so. We also explore how hegemonic heteronormativity manifests within the Irish workplace, as experienced and perceived by LGB workers.
Theoretical Base
The particular type of hegemonic power looked at in this paper is heteronormativity. Heteronormativity is defined by Rumens (2010: p. 957) as a force that ‘[ascribes] heterosexuality a normative and privileged status by reinforcing a heterosexual/homosexual binary’. Heteronormativity is explored here in the workplace, particularly by using the power lens.
Fleming and Spicer (2007, 2014) define four different types of power that may be at play in organizations: Coercion, Manipulation, Domination, and Subjectification. The former two they refer to as episodic modes of influence, and are concerned with identifiable and distinct acts shaping another’s behavior. The latter two are referred to systemic, in that they are institutionally, ideologically or discursively engrained. Episodic power is more explicit and overt while systemic power is more subtle and covert. This paper considers the systemic power represented by heteronormativity, which assigns heterosexuality as the valued norm, and how this can be observed and experienced in the Irish workplace. The Domination face of power, for example, is where actors ‘establish influence through the construction of ideological values that become hegemonic’ (Fleming & Spicer, 2014: 243).
In the context of this paper, we argue that heteronormativity is the hegemonic value system at play in the workplace. The Subjectification face of power is similar to but distinct from the Domination face. While Domination normalizes a particular social order, subjectification normalizes a particular way of being and acting within that order, and acts not on the organizational level but on the individual level. For example, Mizzi (2013) introduces the term heteroprofessionalism to explain how heteronormative values shape our concept of professionalism in the workplace. Consequentially, one’s behavior and identity management is affected when they attempt to integrate into the dominant mode of being at work.
Research Questions & Method
Two key research questions are addressed:
1. How is heteronormativity experienced by lesbian, gay and bisexual workers in the Irish workplace?
2. How do Irish LGB workers respond to the hegemonic power of heteronormativity in their respective workplaces?
Data were obtained using exploratory semi-structured interviews with LGB employees in Ireland, recruited for participation through both snowball and purposeful sampling (Tashakorri & Teddlie, 2003; May, 2001). Participants were interviewed about their workplace experiences, their identity, and the interplay between the two.
Findings
On the individual level, the identity management strategies of Irish LGB employees are explored in this paper, and in particular the different ways in which they respond to heteronormative power in the workplace. Five main types are observed and described, from those who agentically separate their sexual identity from their workplace identity, to those who highlight their minority status is an effort to subvert the dominant discourse.
On the organizational level, heteronormativity as a prevalent and powerful hegemony within the Irish workplace is unpacked. Through conceptual discussion and analysis of interview data, we explore how heteronormative values and heteroprofessionalism manifest within the organization.
Implications
Workplace experiences and the careers of individuals are increasingly being considered in a more holistic manner, in which work and non-work factors interplay in influencing a person’s career choices and paths. A full understanding of one’s LGB identity in the workplace therefore has connotations and/or expectations in terms of the career implications, warranting further research and in-depth analysis, which is what this paper addresses. In addition, this paper adds to the limited amount of research conducted on sexual minority employees in the Irish context, and has implications for HR practitioners involved in diversity initiatives in any organization, and scholars interested in diversity, inclusion and LGBT workplace issues.
References
Fleming, P., and Spicer, A. (2014) Power in Management and Organization Science. Academy of Management Annals, 8(1), 237-298.
Mizzi, R. C. (2013) “There aren’t any gays here”: Encountering heteroprofessionalism in an international development workplace. Journal of Homosexuality, 60(11), 1602-1624.
Rumens, N. (2010) Firm friends: exploring the supportive components in gay men's workplace friendships. The Sociological Review, 58, 135-155.
Tashakkori, A., and Teddlie, C. (2003) Handbook of Mixed Methods and Behavioural Research. Thousand Oaks: Sage.
