Source document: https://docs-lawep.s3.us-east-2.amazonaws.com/1698057719795.pdf (Liberia)
Gender Equality in Higher Education Institutions A Collaboration between Portugal and Iceland under the EEA Norway Grants The University of Iceland • ‘always wants to be at the forefront of gender equality’ (2011).
• Equality ‘a guiding principle in the University‘s work’ (2018) Policies • Policy of the University of Iceland, 2006-2011 • The Policy of the University of Iceland, 2011- 2016 • University of Iceland Equal Rights Policy, 2013-2017 • The University of Iceland staff handbook • The University of Iceland Human Resource Policy • Strategy of the University of Iceland, 2016- 2021 Policies • Since 2000: Equal Opportunities Policy • Newest action plan from 2018.
• The action plan dictates that each of the five school at UI must have their own particular action plan and policy: • School of Education • School of Engineering and Natural Sciences • School of Health Sciences • School of Humanities • School of Social Sciences Numbers remain discouraging • 2019: 12.524 students, 66.5% women, 33.5% men.
• STEM: 59% men, 41% women • SSH: 30% men, 70% women • Icelandic men generally do not have to attend university to secure high future incomes The Neoliberal Academy • 1980s: Political development towards emphasis on privatisation and economic globalization • Academia: Global ranking systems of central importance • New public management / new managerialist strategies • Public service institutions -> corporation-like entities • Government funding tied to graduate students and research output (since 2000) • ‘increase [the] number of papers published in respected international peer-reviewed journals … by 100%’ (2006) • ‘specific goals on research and innovation’ (2011) • Evaluation System for Public Universities (2013).
Work/Life Balance • The university endeavors to provide the conditions employees need to coordinate their professional and familial obligations.

• Employees shall be offered the chance of a temporary time commitment reduction if familial obligation demands it.

• This shall not affect their professional advancement.

• Employees shall be offered flexible working hours if familial obligation demands it.
• The university encourages fathers to make use of the opportunities to coordinate professional and familial obligation.

• Women academics afraid of going on maternity leave • Do not take full maternity leave • Constantly feet guilty • Expected to work even when they had a sick child at home or in the hospital.

• Women end up taking on family responsibilities.

Smidt, T. B., Pétursdóttir, G. M., & Einarsdóttir, Þ.

(2017).

How do you take time?


Work–life balance policies versus neoliberal, social in Icelandic higher and cultural education.

European Educational Research Journal, 16(2–3), 123–140.

incentive mechanisms Rafnsdóttir, G. L., Heijstra, T.M.

(2013).

Balancing Work–family Life in Academia: The Power of Time.

Gender, Work & Organization, 20(3): 283-296.

Policy change or system change?