ORCID Profile
0000-0002-3831-3972
Current Organisation
University of South Australia
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Publisher: Springer Netherlands
Date: 2016
Publisher: Informa UK Limited
Date: 21-11-2016
Publisher: Wiley
Date: 17-07-2017
Publisher: Wiley
Date: 18-01-2023
Abstract: Women constitute the majority of the Australian public sector workforce, but their representation in senior roles is not proportional. Australian public services have gender targets to improve the representation of women in senior roles. Based on previous research, targets are expected to first increase female representation at the target's focal level, such as executive level. Then they should initiate a trickle‐down effect (TDE), increasing female representation at the level immediately below the target's focal level, such as the executive feeder level. However, the TDE observed in a state public service decelerated after a gender target was imposed. We identified whether in idual departments had a consistent or inconsistent TDE and conducted 13 semi‐structured interviews with key stakeholders. Too many service‐wide targets with low prioritisation of a gender target, as well as missing and ineffective practices, generated decoupling dynamics. Only departments with gender ch ions who had visible backing from the Chief Executive were able to keep the gender target coupled with practice to achieve its intended outcomes. Gender targets in Australian public services may not be achieving intended outcomes due to decoupling—a response to policies in which the policies are ignored and/or ineffective practices are implemented. Too many competing targets and limited accountability for achieving a gender target create a potential for decoupling by allowing in iduals and groups to ignore or weakly adopt the policy. Integrated bundles of top‐down (e.g. requiring at least two women on shortlists) and bottom‐up practices (e.g. mentoring) can help avoid decoupling by ensuring women are appointed to senior roles and supported to progress through an organisation. Chief Executives are key to ensuring a gender target remains coupled with its implementation Chief Executives must provide visible support to internal ch ions to make gender targets effective.
Publisher: Wiley
Date: 27-05-2021
DOI: 10.1002/HRM.22067
Abstract: Despite the expected advantages of appointing women to corporate leadership roles, empirical evidence provides mixed support for the positive relationship between women's representation in the top management team (TMT) and subsequent firm performance. Considering the evidence that female TMT members are often paid less than their male colleagues, this study examines the implications of a gender pay disparity for the relationship between women's representation in the TMT and firm performance. Our analysis that draws on TMT pay data in public Australian firms demonstrates that gender pay disparities within TMTs negatively moderate the relationship between women's representation in the TMT and subsequent firm performance. Specifically, when female TMT members are paid less than their male colleagues, and this gender pay disparity is large, women's representation in the TMT is negatively associated with firm performance.
Publisher: Wiley
Date: 25-03-2018
DOI: 10.1002/HRM.21907
No related grants have been discovered for Jill A Gould.