The gendered organization framework provides a theory that extends beyond some of the limitations in the current police stress literature. Acker (1990) argues that the gendering of organizations occurs along five interactive and interconnected processes. The first component is a division of labor by gender. Quite simply, this means that men and women perform different tasks within an organization. The sec- ond factor is the creation of images that account for, oppose, or reinforce cultural ideas about gender. The third process explores how gender guides social interactions among people within an organization. The fourth component examines how gen- dered activities shape individual identities in an organization. The last factor deals with the ways in which gender frames social and organizational structures and becomes a vital aspect of how individuals understand the practices and perceptions that dominate organizational culture. Because of data limitations, the current research will focus on two areas of gendered organizations— gendered images and interactions. A detailed explanation of the proxy variables is available in the Method section.
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