Transsexuals and workplace diversity: A case of “change” management

Abstract

Purpose

The purpose of this paper is to examine the key issues involved in situations within the workplace when an employee goes through gender reassignment, in order to consider how such situations might be managed more effectively.

Design/methodology/approach

It analyses a case study from a national public sector organisation in the UK where a transsexual person went through male to female gender reassignment. The case was compiled via participant observation and one to one interviews with the key players in the process (managers, human resource staff and colleagues as well as the individual).

Findings

Key issues discussed include the effects on trust and relationships at work, harassment, the role of trade unions, training, and other support. It explores the difficulty of gaining acceptance for a transsexual, and links this to literature on managing diversity and change management.

Research limitations/implications

The case study is in the public sector in the UK, but implications are valid for other organisations.

Practical implications

Makes suggestions for managing transsexual issues for management and for trade unions, whilst being cautious about the extent of acceptance that can be achieved.

Originality/value

Existing literature tends to focus on the transsexual individual's own viewpoint, and guidelines from transgender support groups. This study includes the roles and reactions of all the key people involved within a real organisational case, and offers insights into the issues involved when managing transsexual cases in the workplace.

Citation

Barclay, J.M. and Scott, L.J. (2006), "Transsexuals and workplace diversity: A case of “change” management", Personnel Review, Vol. 35 No. 4, pp. 487-502. https://doi.org/10.1108/00483480610670625