Muted voices: a critical look at e‐male in organizations

Abstract

Purpose The purpose of this paper is to conceptually discuss whether and how feminine voice is muted within e‐mails in organizations; the implications of which are substantial and far‐reaching for human resource development (HRD) professionals as well as the HRD field as a whole. Design/methodology/approach Utilizing the approach and arguments in muted group theory, the author conceptually applies these tenets to organizational e‐mail. Findings Current gender‐preferential research concentrates on the textual polarity of male‐ and female‐preferential language. These language differences carry over to organizational e‐mail despite the lack of contextual cues within e‐mail as well as the masculine nature of organizations. A critical assessment of these findings, rooted in muted group theory, reveals that women's voice is not merely marginalized (i.e. is present, but relegated to the margin), but it is mute (i.e. is not even present because it has no authentic language with which to use). Research limitations/implications Future research should concentrate on ways in which women remain muted and strategies to “un‐mute” them such that they are able to utilize a language reflective of their own experiences. Practical implications Diversity trainers who seek to incorporate diversity into organizations must look at the deeply entrenched assumptions of a culture that embraces likeness rather than difference. Many norms and taken for granted day to day procedures, such as e‐mail exchange, foster, and reinforce resistance to diversity. Originality/value The paper urges researchers, practitioners and academics to continue to analyze critically the muteness of women in organizations.

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