Organizational accountability and gender segregation: can bureaucratic reforms drive organizational change?

Abstract Gender segregation is a core indicator of organizational inequality with downstream implications for wages, authority, and career mobility. Its causes and consequences have been studied extensively, yet much less is known about the organizational practices that may reduce it. This study addresses this gap by examining the effects of accountability practices on workplace gender integration. Scholars have identified three key aspects of organizational accountability: setting diversity goals, assigning responsibility, and monitoring and reviewing personnel decisions. These practices are widely believed to be effective; however, surprisingly little empirical research has examined which practices work to reduce inequality. Previous studies have primarily focused on assigning responsibility to a staff position or department (e.g., human resource or diversity manager), with few examining diversity goals or monitoring and reviewing practices. Analyzing a nationally representative panel dataset of British workplaces (2004–2011), this study finds that implementing diversity goals, assigning oversight to a human resource professional, and monitoring and reviewing personnel decisions significantly reduce gender segregation. These effects remain robust across models controlling for other practices theorized to reduce gender segregation, women’s managerial representation, and changes in employment during the Great Recession. These findings underscore how accountability-based bureaucratic reforms can advance workplace integration.