The adoption of human resource practices to support employees affected by intimate partner violence: Women representation in leadership matters

Abstract

Intimate partner violence (IPV) is a global public health issue that negatively impacts organizations and their employees. Research suggests that organizations can play a supportive role to lessen this negative impact. However, it has been relatively silent on the conditions under which organizations choose to play such a role. Integrating social role and critical mass perspectives, we examine the extent to which organizations adopt human resource (HR) practices to support employees affected by IPV. Specifically, we argue that organizations are more likely to adopt IPV‐related HR practices when they are led by female Chief Executive Officers (CEOs) and Top Management Teams (TMTs) with more female members. Furthermore, we argue that when women's representation reaches a critical mass plateau, appointing more women in TMTs has no incremental impact, and this non‐linear relationship moderates the CEO gender effect. Overall, we found support for our hypotheses based on a survey study of HR professionals from 414 Australian organizations (Study 1) and an archival study using 2 years of the Workplace Gender Equality Agency data from 4186 Australian organizations (Study 2). Theoretical and practical implications on the influence of gender configurations in leadership positions on the adoption of diversity, equity, and inclusion‐related HR practices are discussed.

Women’s career advancement: review of literature and future research agenda

“…Ciancetta and Roch (2021) explain the reason for backlash faced by women during appraisals where women are penalized if they do not act as per the prescriptive social norms, though women may be performing as per the role expectations at the workplace. Women leaders have been found to champion causes like CSR and diversity and inclusion which is in line with the social norms (Chan‐Serafin et al , 2022; Boulouta, 2013), and these differences in gender proclivities improve team performance too (Tang et al , 2021). Ingersoll et al (2019) found that in line with social role theory, women leaders are less narcissist compared to men counterparts.…”

“…The studies have established that women CEOs and executives bring about stronger business and equity practices (Glass and Cook, 2018); their appointment as leaders has an immediate positive impact on the stock prices which may vary based on the gender composition of the industry (Cook and Glass, 2011), reiterating that the context holds extreme importance in the appointment of women leaders. Chan‐Serafin et al (2022) discuss how gender diversity in leadership impact the strategic decision-making, thereby adopting certain HR practices. The impact of reducing gender pay gap is higher when compensation committee is gender diverse (Bugeja et al , 2016), gender pay gap is low in secular states (Sitzmann and Campbell, 2021) and Yanadori et al (2018) have established that men are paid higher at the executive levels.…”

“…Past research has emphasized on the role of human resources (HR) in making diversity management initiatives impactful and successful (Shen et al, 2009). At the same time, Chan-Serafin et al (2022) found that for the adoption of similar diversity management practices, the leadership strategic decision-making orientation plays a key role, and having a critical mass of women in a leadership role is favourable. Shen et al (2009) suggest that HR diversity management strategies move from compliance to usage of diversity to show results.…”

Women's representation in managerial hierarchies: An examination of trickle‐down and pipeline effects

“…They also actively promote issues of gender diversity and equity in the boardroom (Kirsch & Wrohlich, 2020). Research has also shown that hiring agents tend to exhibit in‐group bias (Coffman et al, 2021) and that having more women in leadership positions is associated with the implementation of gender diversity and equity initiatives (Ali & Konrad, 2017; Chan‐Serafin et al, 2023; Glass & Cook, 2018). Interviews with women workers have shown the importance of having senior women in the workplace, as junior women seek them out for advice, mentoring, and sponsorship (McGinn & Milkman, 2013).…”