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1.
Research Summary: The increasing number of women chief executives motivates considerable interest in examining possible gender differences in CEO compensation. Recently, Hill, Upadhyay and Beekun reported that female CEOs receive greater compensation than male CEOs, which runs counter to common wisdom that the gender pay gap in the labor market favors men over women. With the goal of contributing to cumulative knowledge development in this area, we seek to reexamine Hill et al.'s finding about gender differences in CEO compensation by extending the analyses further in time, using a larger sample of firms and more rigorous empirical analyses. Our findings, which are robust to different statistical procedures and econometric specifications, do not reveal reliable evidence for differences in compensation paid to male and female CEOs. Managerial Summary : For years, a lively debate has centered on the issue of gender pay gap. The ubiquity of the pay gap between men and women has recently been questioned by Hill et al. who identify the chief executive officer (CEO) role as a workplace position where women receive greater compensation than men. Our investigation examines whether women CEOs are indeed compensated substantively more than male CEOs. We seek to replicate earlier work by Hill and colleagues, using an expanded dataset over a longer period of time and with more rigorous analytical tools. We do not find reliable evidence for a difference in compensation paid to male and female CEOs, suggesting that claims about gender gap in CEO compensation favoring women over men may be premature. 相似文献
2.
Alexander Belgorodskiy Barbara Crump Marie Griffiths Keri Logan Raja Peter Helen Richardson 《New Technology, Work and Employment》2012,27(2):106-119
This paper addresses the issues surrounding gender pay gaps focusing on the Information Communication Technology (ICT) sector of the labour market. Reporting on research conducted in the UK and New Zealand (NZ) we adopted a mixed method approach using comparable qualitative and quantitative research techniques to investigate pay issues amongst women working in ICT in the UK and NZ. Our findings reveal commonalities of experience and some interesting differences. Unlike with the UK sample, for example, in NZ women working in ICT do not believe that their pay reflects their workload, skills and their position within their own organisation. Our study found that non‐transparent pay and reward systems and salary secrets exacerbate inequality and discrimination in the UK and NZ. The paper concludes by offering some policy directions to encourage a narrowing of the gender pay gap and reflects on the benefits of doing cross‐national research. 相似文献
3.
Brendan Churchill 《New Technology, Work and Employment》2024,39(1):196-217
Progress towards pay equity between men and women in the Australian economy stalled during the COVID-19 pandemic, highlighting once again the gendered impact of the pandemic. However, little is known about the impact of the pandemic on the gender pay gap in the platform economy. Drawing on data from an Australian survey of platform workers (n = 947) during the early months of the pandemic (2020), this research investigates how the pandemic impacted the gender pay gap across different platform types—care, delivery and driving, microwork, and marketplace—and the platform economy overall. The findings show that the gendered segregated nature of platform work compounded by the uneven impact of the COVID-19 pandemic on particular types of platform work increased the pay gap between men and women. This research also sought to examine the mechanisms behind the gender pay gap, finding that human capital differences and platform gender segregation largely explain the gender pay gap on platforms in Australia. There was an association between parenthood and earnings, but this is moderated by human capital and platform type, suggesting that differences in earnings amongst parents are explained by these factors. The research finds that the gender gap across the platform economy increased by five percentage points, indicating that the gendered impact of the COVID-19 pandemic also affected the platform economy. 相似文献
4.
Who gets the carrot and who gets the stick? Evidence of gender disparities in executive remuneration
Clara Kulich Grzegorz Trojanowski Michelle K. Ryan S. Alexander Haslam Luc D. R. Renneboog 《战略管理杂志》2011,32(3):301-321
This paper offers a new explanation of the gender pay gap in leadership positions by examining the relationship between managerial bonuses and company performance. Drawing on findings of gender studies, agency theory, and the leadership literature, we argue that the gender pay gap is a context‐specific phenomenon that results partly from the fact that company performance has a moderating impact on pay inequalities. Employing a matched sample of 192 female and male executive directors of U.K.‐listed firms, we corroborate the existence of the gender pay disparities in corporate boardrooms. In line with our theoretical predictions, we find that bonuses awarded to men are not only larger than those allocated to women, but also that managerial compensation of male executive directors is much more performance‐sensitive than that of female executives. The contribution of attributional and expectancy‐related dynamics to these patterns is highlighted in line with previous work on gender stereotypes and implicit leadership theories such as the romance of leadership. Gender differences in risk taking and confidence are also considered as potential explanations for the observed pay disparities. The implications of organizations' indifference to women's performance are examined in relation to issues surrounding the recognition and retention of female talent. Copyright © 2010 John Wiley & Sons, Ltd. 相似文献