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In addition to the four HR domains, the effect of initial gender ratio at the start of the program was analyzed. Results show that intitial gender ratio had the largest effect on the advancement of men and women. Surprisingly, both women and men benefited from a larger female gender ratio in the highest job levels. If the effect of gender ratio is omitted, it appears that the advancement of men and women in the highest job levels is negatively affected by hygiene practices and not influenced by staffing, development or supportive practices.\u003C\u002Fjats:p>",{"EN":149},"The effectiveness of human resource practices on advancing men’s and women’s ranks",{"VOID":151},"10.1108\u002F02621710110388974","PUBLICATION","VERIFIED","Auto Verify",[156],"EN","https:\u002F\u002Fwww.emerald.com\u002Finsight\u002Fcontent\u002Fdoi\u002F10.1108\u002F02621710110388974\u002Ffull\u002Fhtml",[159,177,190],{"id":160,"sortIndex":161,"researcher":24,"roles":162,"affiliations":163,"properties":174},"945e6bb4-cd13-4b6f-8eef-278768444661",1,[],[164],{"id":165,"sortIndex":25,"affiliation":166,"properties":24},"60be0f81-7f15-4a12-93c5-33a68437d57d",{"id":167,"createTime":168,"updateTime":168,"relativeEntities":169,"slug":170,"properties":171,"entityType":62,"verifyStatus":23,"verifyTime":24,"verifyNote":24,"syncStatus":23,"languages":24,"translateLanguages":24,"viewCount":25},"82c5e386-283f-4bdf-9df2-63daaf26a6e4","2024-04-19T20:22:42.903+00:00",[],"Department-of-Management-and-Organization-Vrije-University-Amsterdam-The-Netherlands",{"title":172},{"EN":173},"Department of Management and Organization, Vrije University Amsterdam, The Netherlands",{"title":175},{"EN":176},"Mandy E.G.van der Velde",{"id":178,"sortIndex":25,"researcher":24,"roles":179,"affiliations":180,"properties":187},"71e752a6-7e90-46cb-b84a-6c39235f1aa5",[],[181],{"id":182,"sortIndex":25,"affiliation":183,"properties":24},"160ed6e2-036e-4b52-ad0e-4c7295d8101f",{"id":167,"createTime":168,"updateTime":168,"relativeEntities":184,"slug":170,"properties":185,"entityType":62,"verifyStatus":23,"verifyTime":24,"verifyNote":24,"syncStatus":23,"languages":24,"translateLanguages":24,"viewCount":25},[],{"title":186},{"EN":173},{"title":188},{"EN":189},"Paul G.W.Jansen",{"id":191,"sortIndex":109,"researcher":24,"roles":192,"affiliations":193,"properties":200},"0d898400-2689-4413-b724-133d0aa4fe4a",[],[194],{"id":195,"sortIndex":25,"affiliation":196,"properties":24},"1586f0a5-003f-4d66-81f1-ea77f36a120d",{"id":167,"createTime":168,"updateTime":168,"relativeEntities":197,"slug":170,"properties":198,"entityType":62,"verifyStatus":23,"verifyTime":24,"verifyNote":24,"syncStatus":23,"languages":24,"translateLanguages":24,"viewCount":25},[],{"title":199},{"EN":173},{"title":201},{"EN":202},"Inge A.Telting","ARTICLE",{"url":24,"publisher":205,"properties":235},{"id":6,"createTime":7,"updateTime":8,"relativeEntities":206,"slug":10,"properties":207,"entityType":22,"verifyStatus":23,"verifyTime":24,"verifyNote":24,"syncStatus":23,"languages":24,"translateLanguages":24,"viewCount":25,"subjectFields":213,"manageAffiliations":214,"indexDatabases":215,"url":106,"thumbnailPath":24,"statistic":230,"gsStatistic":24,"type":24,"analyzePriority":24},[],{"country":208,"issn":209,"introduce":210,"eissn":211,"title":212},{"VOID":13},{"VOID":15},{"EN":17},{"VOID":19},{"EN":21},[],[],[216,223],{"id":86,"indexDatabase":217,"url":99,"indexYears":100,"academicFieldIds":222,"indexDatabaseRanking":105},{"id":88,"createTime":89,"updateTime":90,"relativeEntities":218,"label":219,"description":220,"key":96,"publicationTags":221,"standard":24},[],{"EN":93,"VI":93},{"EN":93,"VI":95},[98],[102,103,104],{"id":67,"indexDatabase":224,"url":82,"indexYears":24,"academicFieldIds":229,"indexDatabaseRanking":24},{"id":69,"createTime":70,"updateTime":71,"relativeEntities":225,"label":226,"description":227,"key":78,"publicationTags":228,"standard":24},[],{"EN":74,"VI":74},{"VI":76,"EN":77},[80,81],[84],{"impactFactor":25,"impactFactorByYear":231,"i10Index":109,"i10IndexLast5Year":25,"totalPublication":110,"totalPublicationByYear":232,"totalCitation":126,"totalCitationByYear":233,"totalCitationPerPublication":130,"totalCitationPerPublicationByYear":234,"hindexLast5Year":109,"hindex":109},{},{"1982":112,"1983":63,"1984":112,"1985":113,"1986":114,"1987":115,"1988":114,"1990":116,"1991":117,"1992":117,"1993":118,"1994":113,"1995":119,"1996":120,"1997":112,"1998":115,"1999":117,"2000":115,"2001":121,"2002":122,"2003":122,"2004":121,"2005":119,"2006":113,"2007":119,"2008":123,"2009":118,"2010":118,"2011":124,"2012":125,"2013":112},{"2001":128,"2007":129},{"2001":132,"2007":133},{"volume":236,"pages":238,"issue":240},{"VOID":237},"20",{"VOID":239},"318-331",{"VOID":241},"4","2001-05-01",2001,[245,248,251,255,258,261,264,268,272,275,279,282,285,289],{"id":24,"text":246,"url":24,"identifiers":247},"Beer, M. and Spector, B. 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Faced with the challenges of reform implementation, the traditional approach to public management development in the Australian Public Service (APS) was found wanting. By the end of the 1980s it was broadly accepted within the APS that the correct management development path to follow involved the articulation of management competences. The next challenge was to determine how best to inculcate these desired competences. Public management education emerged as one strategy. By placing emphasis on civil servants’ management competences, however, public management education compounds the risk that civil servants may become less able, even less willing, to understand and address the complexities of the regulatory and accountability regimes, and the ethical challenges created by the juxtaposition of administrative power with ambiguity, complexity and indeterminacy. 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(Eds), Qualitats und Erfolgsorientierte Vervaltung: Aktualle Tendenzen und Entwurfe (Quality and Success‐oriented Administrative Management: Current Trends and Models), Dunker and Humbolt, Berlin, 1993, pp. 211‐49.",{},{"id":24,"text":385,"url":24,"identifiers":386},"6.Kouzmin, A., Dixon, J. and Wilson, J., “Commercializing ‘Washminster’ in Australia: what lessons?”, Public Money and Management, Vol. 15 No. 1, January‐March 1995, pp. 1‐8.",{"doi":387},"10.1080\u002F09540969509387870",{"id":24,"text":389,"url":24,"identifiers":390},"7.Blandy, R., “Multiple schizophrenia, economic rationalism and its critics”, Australian Quarterly, Vol. 64 No. 1, Autumn 1992, pp. 101‐6.",{"doi":391},"10.2307\u002F20635664",{"id":24,"text":393,"url":24,"identifiers":394},"8.Coates, A.W., “Economists in government: an historical and comparative perspective”, Canberra Bulletin of Public Administration, Vol. 53, December 1988, pp. 45‐55.",{},{"id":24,"text":396,"url":24,"identifiers":397},"9.Petridis, A., “Australia: economists in the federal system”, in Coates, A.W. 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content-type=\"abstract-heading\">Purpose\u003C\u002Fjats:title>\u003Cjats:p>To examine an under‐researched area, namely the dynamics of chairman‐CEO interrelationship and its effect on the enterprise.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Design\u002Fmethodology\u002Fapproach\u003C\u002Fjats:title>\u003Cjats:p>A qualitative methodology has been adopted through in‐depth interviews with chairmen, CEOs and non‐executive directors on the nature of chairman‐CEO interactions and their effects.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Findings\u003C\u002Fjats:title>\u003Cjats:p>Four critical themes form the basis of this paper, chairman's role and contribution, nature of chairman‐CEO relationship, impact of the chairman‐CEO relationship on board effectiveness and the attributes of an effective chairman.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Practical implications\u003C\u002Fjats:title>\u003Cjats:p>Enhances understanding of the determining influence of the chairman‐CEO dyad on board and organisational performance and also on the influence of formative context on this dyadic interaction.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>\u003Cjats:sec>\u003Cjats:title content-type=\"abstract-heading\">Originality\u002Fvalue\u003C\u002Fjats:title>\u003Cjats:p>One of the few studies that has explored through in‐depth interviews the chairman‐CEO relationship.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>",{"EN":1751},"Chairman and chief executive officer (CEO): that sacred and secret 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