Judith Pringle

Expatriate assignment versus overseas experience: Contrasting models of international human resource development

Expatriate assignment (EA) and overseas experience (OE) models of international career experience are compared. Analysis of recent case study data suggests OEs advantages over EA for peoples development and its consequences. In turn, the analysis suggests both human resource management and national policy-making shift from planning toward knowledge-centered approaches.

Challenges for the boundaryless career odyssey

The boundaryless career, which challenges the assumptions of the traditional hierarchical career, has proved to be a remarkably popular and influential concept. However, we argue that it remains theoretically and empirically undeveloped, which limits its explanatory potential. We draw on some New Zealand empirical research highlighting the issue of who gets studied. Focusing on womens career experience, local ethnic groups and collective cultures we argue that these experiences represent a challenge to boundaryless career theory. Some of the theoretical assumptions on which boundaryless careers have been built are also interrogated: freedom from boundaries, individual volition and minimal influences from societal structures. We conclude that the boundaryless career story/odyssey is in danger of becoming a narrow career theory applicable only to the minority, if there is no engagement with theoretical and empirical critiques.

“Managing diversity” meets Aotearoa/New Zealand

Argues that the discourse of “managing diversity”, emerging from the US management literature, cannot be simply mapped on to organisations in other cultural contexts. It uses the example of Aotearoa/New Zealand to show that a “diversity” based on the demographics and dominant cultural assumptions of the USA fails to address – and may in fact obscure – key local “diversity” issues. It argues that the dominant discourse of “managing diversity” has embedded in it cultural assumptions that are specific to the US management literature. It calls for a genuinely multi‐voiced “diversity” discourse that would focus attention on the local demographics, cultural and political differences that make the difference for specific organisations.

Re‐incarnating life in the careers of women

Career research has been synonymous with paid work. The ensuing result is a picture of women’s careers framed by men’s experiences. In this paper career development theory is briefly traced to provide a context for a proposed model of women’s careers. This broad, non‐linear model aims to be inclusive of a diverse range of experiences without being deterministic. Internal and external influences in the developmental processes of women are taken into account. The model is built around four facets: explore; focus; rebalance; and revive, each of which is separated by a reflective period of reassessment. Explanation of the model is extended through the use of illustrative cases drawn from previous research. This proposed model of women’s careers is aimed to stimulate and extend discussion and research.

Women executives: public and private sectors as sites of advancement?

There are significantly more New Zealand women in senior management positions in the public sector than in private businesses. This study draws on the experiences and perceptions of 30 women executives who have considerable managerial experience in either sector. Success factors for the individual women are outlined before the cultures of the public and private sectors are described. Through the eyes of respondents, the public and private sectors have distinguishable organizational cultures; both of which provide parallel but different sites for advancement. The private sector businesses have a focus on competition and the public sector has a strong ethos of service, in spite of restructuring. The findings are discussed in the context of a country that has strong women leadership in the political sphere.

Women CEOs in New Zealand: where are you?

As in many other countries, women are poorly represented at the highest levels of New Zealand organisations. This article discusses salient factors that emerged from a study of the decision‐making processes practised in the selection of chief executive officers (CEOs) in eight companies. The overall findings demonstrated informality, a lack of objective selection practices, and a reliance on networks for executive search. Specific additional factors impacting on women’s lack of advancement included: stereotyped views of CEOs based on masculine senior management cultures, homosocial reproduction and assessment based on traditional career models. Implied strategies for change include spotlighting any institutional sexism in selection by reviewing assessment practices. The article concludes by suggesting that working for “small wins” is likely to afford greater gains for women than attempting large‐scale change.

Managing Diversity: Meaning and Practice in New Zealand Organizations:

This paper considers the distinctions between managing diversity and valuing diversity, and describes the context of managing diversity in New Zealand: legislation, biculturalism and demographics. It reports the results of a survey of 90 organizations which asked about attitudes to and practices of managing diversity. The survey found that there was a broad understanding of man aging diversity, but it was a low HR priority. The discussion considers the complexity of managing diversity in practice.

Management Promotions: Gender‐specific Factors

This article looks at research into comparative patterns of promotion of men and women in Australia. The study was by interview and looked at equal numbers of men and women in medium to large organisations. A number of the findings were contrary to prevalent myths, e.g. both men and women were prepared to play games of corporate politics. Some women saw being too outspoken as a hindrance to promotion but more women saw their success as due to their own performance, while men were more likely to put it down to luck. In general there were more similarities than differences in patterns of promotion and perceived factors that help or hinder.

WOMEN IN MANAGEMENT: STRATEGIES FOR SURVIVAL OR SUCCESS?

A presentation and critique of techniques, relevant research literature, and advice commonly viewed as facilitating women′s success in management. The strands of this advice have been conceptualised into six broad strategies which have been labelled as: “learn male rules”, “superwoman”, “personal change”, “female niche”, “reformist”, and “women‐centred”. Each strategy is described and then the positive and negative implications for women are considered, both at a personal level and in terms of the likely impact on social change. This article aims to provide a clearer conceptual framework through which women can assess the available advice and choose a mix of strategies which is most appropriate for their own situation.

Managers' alcohol use: Roles and symbolic functions

Alcohol was used widely by a representative sample of managers in the private business sector. Managers perceptions of the roles and the symbolic functions played by alcohol are reported. The inclusion of the roles and symbolic functions in change strategies are advocated.