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Purpose: The purpose of this paper is to examine how and why individuals involved in executive remuneration (top pay) decision-making consider quantum as being appropriate rather than excessive, theorised under the rubric of accountability. Design/methodology/approach: In-depth interviews were conducted with non-executive directors (NEDs) serving on remuneration committees (Remcos), institutional investors, their external advisers and internal HR reward experts. Transcripts were analysed using NVivo and the Gioia qualitative methodology. Findings: Defining, measuring and applying performance conditionality in the determination of top pay quantum such that it aligns with company strategy/culture and values, as well as individual recipient motivations, is difficult. While creative approaches to setting top pay so as to attract, retain and motivate key personnel are welcomed, these risk Remco members' personal/organisational reputations. Members recognise disconnection between top pay quantum and general pay levels and how the media highlights social inequality leading to public distrust. They believe they can contribute to more socially acceptable quantum by applying their own values in top pay decision-making. Originality/value: Sanctions-based, trust-based and selection/peer networks/felt-based accountability theory is used to explain decision-makers' actions when determining top pay quantum. This paper extends felt accountability theory to encompass public/societal accountability in the context of the appropriateness of top pay quantum decisions. [ABSTRACT FROM AUTHOR]

Women international assignees have historically been successful, but they make up a relatively low proportion of organizationally assigned expatriates. By appreciating the factors that encourage women to undertake internationally mobile careers, organizations can widen their talent pool. Using a triangulated, qualitative research approach set within two case study firms in the oil and gas exploration and production industry, this article identifies contrasting views between female assignees and their organizations with respect to the purpose of expatriation and the factors women take into consideration in their decision to undertake it. This research is based on analysis of organizational policy; a survey of 71 women expatriates and in-depth, semistructured interviews with 26 female assignees (selected from the survey returns using stratified sampling); and interviews with 14 human resource professionals responsible for international mobility policy design and implementation. Career, family, and financial precondition effects are identified. From these, a model is proposed to link stated organizational assignment purpose with women's participation rationales, and recommendations for practice to increase expatriate gender diversity are set out. © 2015 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

This article examines women's participation in long-term, short-term, rotational and commuter organisationally assigned expatriation. It explores the effects of assignment length, pattern and accompanied/unaccompanied status on career contribution and home/family life outcomes. This triangulated research draws upon e-mail correspondence with 71 current female expatriates to learn about assignment types undertaken and future assignment intentions; and in-depth, semi-structured interviews with 26 of these assignees, and 14 human resource professionals in two case study oil and gas firms. This research is set within the theoretical frame of rational choice which suggests that couples engage cooperatively in their division of labour to maximise lifetime earnings, with women prioritising home and family over career prospects. The research finds that long-term assignments enable women to maximise or achieve high levels of both career and family outcomes. Alternative 'flexpatriate' assignments provide lower quality career potential and familial relationships, leading to career and/or family compromise/sacrifice. A model is presented to explain women's assignment preferences in meeting career and family life objectives, extending rational choice theory into the expatriate context. The increasing use of flexpatriation may inhibit expatriate gender diversity. [ABSTRACT FROM AUTHOR]

Women's progress into management and, more specifically, into the world of expatriates, is the subject of this review. Despite advances in equal opportunities legislation, women failed to embark on expatriate missions in significant numbers during the 1980s. In the 1990s, more women were offered international assignment opportunities but they remained a negligible minority compared to men. The first decade of the twenty-first century has witnessed a gradual increase in the number and visibility of women in international assignments. Through a comprehensive review of the literature over the period from 1980 to now, this article charts the emerging themes and changes in the tone of dis-course: from when organizations were debating whether to “give women a chance” through attempts to identify and remove “blockages” to women's progress to, most recently, structural changes in the expatriate assignment and claims for women's superior affinity to operating internationally. We highlight gaps in the current literature and propose a platform for future research. We conclude with recommendations for practice. © 2008 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]