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Skilled migrant (SM) women play a key role in developed countries especially in healthcare and education in easing staffing shortages and migrate expecting to gain qualification-matched employment (QME). The aim of this review is to assess whether SM women gain the anticipated QME, equitably compared to their skilled counterparts and to examine why and how they do so.

I conducted a systematic literature review to derive empirical studies to assess if, why and how SM women achieve QME (1) using SM women-only samples and comparative samples including SM women, and (2) examining whether they gain QME directly on or soon after migration or indirectly over time through undertaking alternative, contingent paths.

Only a minority of SM women achieve the anticipated QME directly soon after migration and less often than their skilled counterparts. Explaining the mechanism for achieving QME, other women, especially due to having young families, indirectly undertake alternative, lower-level contingent paths enabling them to ascend later to QME.

The SM literature gains new knowledge from revealing how SM women can gain positions post-migration comparable to their pre-migration qualifications through undertaking the alternative, contingent paths of steppingstone jobs and academic study, especially as part of agreed familial strategies. This review results in a theoretical mechanism (mediation by a developmental contingency path) to provide an alternative mechanism by which SM women achieve QME.

The purpose of this paper is to examine scholars’ proposal that self-initiated expatriates (SIEs) can provide an alternative to company-assigned expatriates (CAEs) for filling key positions in foreign subsidiaries at a lower cost.

Underpinned by findings from empirical studies, this conceptual paper compares SIEs with CAEs and their traditional alternative, multinational corporation (MNC) local employees, to examine the suitability of SIEs as a replacement for CAEs.

SIEs are likely not a suitable alternative to CAEs for purposes of control, transfer, running the foreign operation and management development (purposes requiring firm-specific competencies), but are likely suitable for filling technical and lower and middle management positions (requiring more generic, specialist competencies) and purposes of managing within the subsidiary and responding to the local environment (purposes requiring cross-cultural and host location-specific competencies).

Guidance is provided for the recruitment of SIEs as an alternative to CAEs.

The paper adds new insight in assessing whether SIEs provide an alternative to CAEs by proposing a framework that integrates: the identification of SIEs’ competencies relative to those of CAEs and MNC local employees, based on career capital theory; with the assessment of their value, based on human capital allocation theory, against the purposes for which CAEs are deployed.

We examined the role gender plays in managerial stereotypes and changes that have occurred in the US for executive women in the workforce. We also investigated factors and personality traits that affect advancement into upper management for all executives and those that affect women in particular. Despite increased organisational sensitivity, public policies, and equal rights legislation, women continue to be underrepresented in corporate America. Pay increases and promotions for females have not kept pace with those for men. Study results also indicate that managerial womenwho juggle jobs and family life benefit from these multiple roles, but women who put off marriage and family to build top‐level careers suffer in later years from greatly reduced chances of finding spouses and having children. Further adaptation of organisational culture in the new economy, weakening of the glass ceiling phenomenon, and family friendly work policies may alleviate some of the difficulties experienced by women who want it all.

The present project concerned the assessment of senior and middle level managers′ training needs by self‐report questionnaire, and the link between such identified needs and managers′ preferences for training strategies. It was found that senior‐and middle‐level managers rated the degree of training they needed as less than their supervisors rated for their positions. Self‐reported training needs could be described by an overall general management dimension, whereas managers′ preferred training strategies were separate and specific. Managers′ preferred training strategies and attitudes towards training were not related to their training needs.

Are organizations responding to significant changes in Australian labour force demographics by providing more family‐friendly programs? This article explores whether or not variations across companies in the implementation of work‐family programs and policies relate to demands of key constituent groups. Findings of the present evaluation indicate that certain employee demographic factors, particularly employees with dependents, women, union members, and long‐serving employees are more likely to predispose an organization to offer work‐family benefits. Employers need to be able to characterise the demographics of their workforce to plan the type of policies and programs that might be most suitable and contribute to productivity outcomes.