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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. Refereed/Peer-reviewed

Organisational strategies to achieve gender diversity have tended to focus on 'bottom-up' approaches such as mentoring or leadership training. We investigate an alternative 'top-down' approach: the trickle-down effect. We integrate theories from the psychology and management literatures to hypothesise a positive relationship between female representation at two levels. Data from 20 departments in an Australian public service were collected for the period 2002-2012. Female executive representation in 1 year had a positive impact on female representation in the executive feeder group in the following year. The trickle-down effect was strongest in the first 2 years, but still significant after 5 years. We investigated two moderators, department size and gender diversity target. The effect was stronger in large departments. Surprisingly, the gender diversity target strengthened the trickle-down effect only when female executive representation was under 15%. Our finding of a trickle-down effect suggests public sector departments should consider appointing women to senior roles as a top-down strategy for increasing organisational gender diversity. Refereed/Peer-reviewed

In virtually all economies, executive positions are highly male dominated. This study examines the pay gap between male executives and female executives in large Australian firms from 2011 to 2014 to evaluate whether female executives are paid equitably compared with male executives. The mean pay comparison shows that female executives earn 80.7% of the total pay earned by male executives. A large part of the gender pay gap is explained by differences in positions held; female executives are particularly underrepresented in highly paid executive positions. After controlling for executive position and other relevant individual and firm characteristics, there remains a 15.1% gender gap in total pay. Our findings suggest that to achieve the goal of gender equity, both the proportion of women at executive level and the executive-level gender pay gap need to be monitored. Refereed/Peer-reviewed

Across the globe, women continue to be underrepresented in academic institutions and face several inequities. To redress these, many universities are acting to increase female student participation...

This chapter explores the practical application of care organisation and considers the wider context of practitioners' need to minimise risk, be responsive to changes, influence service provision and act as leaders to enhance the quality of care provision in the community. The management of care, prioritisation and directing resources towards areas of greatest need are a professional obligation as well as being vital to the cost-effectiveness and high quality of care provided. The safe, cost-effective and efficient management of care in the community setting is one of the many challenges nurses face on a regular basis. Community nurses work in a dynamic and constantly changing care environment with potentially limitless demands. In addition to managing the risks associated with a continually shifting caseload, community nurses are responsible for safeguarding vulnerable groups, seeking health needs and actively identifying potential patients, employing a patient-centred, proactive, pre-emptive approach to service provision.

Female representation at senior organizational levels continues to lag well behind male representation. There is evidence of a positive relationship between female representation at a senior level and female representation at the level immediately below; the trickle-down effect. The effect has been identified in the Australian public sector, with increases in female executive representation leading to increases in female representation in the executive feeder group. Organizations can initiate a trickle-down effect by appointing women to senior roles, but how do they support the effect and then accelerate it? We interviewed 13 senior managers from within an Australian public service. We use the women’s advancement literature, focusing on first- and second- generation bias, as a framework for investigating the policies and practices designed to overcome barriers to women’s advancement. We compare the policies, practices, accelerators and decelerators in the service to determine the mix that best supports an...

Research has identified a significant gender pay gap in labor market in many international contexts. However, research on this topic at the executive level is limited outside the US and the UK. Thi...