Abstract
This study investigated the experiences of women in senior management positions in the public service in South Africa and the Netherlands. The study found that both South Africa and the Netherlands have strong legal frameworks at international, regional, and national levels. However, the research revealed inadequate knowledge of these legislative frameworks among politicians, administrators, and senior managers. Many respondents were not aware of international conventions ratified by their governments, nor of the regional protocols adopted by their countries. Despite the legislative frameworks put in place by the South African and Dutch governments, women remain underrepresented in senior management positions. Another key finding was that women in such positions face challenges at personal, institutional, and societal levels. They are often discriminated against, subject to gender stereotypes, and burdened with the dual responsibility of fulfilling their professional duties while also caring for their children and families. Additionally, the study found that there are insufficient support structures for women in senior management in the public service. Social networks are limited, mentoring and coaching programmes are not widely implemented by most provincial government departments, and political interference persists. Human rights violations also occur, and interventions or programmes introduced often lack sustainability. Furthermore, there is ineffective implementation and monitoring of government policies.
The study made the following recommendations: Chapter 9 institutions, such as the South African Human Rights Commission and the Netherlands Institute for Human Rights should strengthen the capacity of politicians, directors-general, and senior managers on legislative frameworks and human rights matters; To achieve 50% representation of women in senior management, a multi-faceted approach is required including clear target setting and implementation, the creation of inclusive environments, and the removal of systemic barriers; Political leaders must spearhead gender mainstreaming efforts, and performance agreements should include commitments to gender mainstreaming; Support structures for women in senior and executive management must be established, and work–life balance should be promoted to enhance productivity; Formalised mentorship and coaching programmes also need to be implemented, and Government departments should promote transformational leadership and ensure that interventions and programmes are sustainable; Succession planning policies should be developed and implemented, and finally, departments should establish dedicated monitoring directorates to ensure the effective monitoring of policy implementation.