000129721 001__ 129721
000129721 005__ 20240109145019.0
000129721 0247_ $$2doi$$a10.1080/09540962.2019.1621052
000129721 0248_ $$2sideral$$a116687
000129721 037__ $$aART-2020-116687
000129721 041__ $$aeng
000129721 100__ $$aEllwood S.
000129721 245__ $$aThe shattered glass ceiling and a narrowing gender pay gap in NHS foundation trusts: Gender and salaries of chief executives
000129721 260__ $$c2020
000129721 5060_ $$aAccess copy available to the general public$$fUnrestricted
000129721 5203_ $$aFemale chief executive officers (CEOs) of NHS foundation trusts have increased from 37% in 2012/13 to 47% in 2017/18. This paper shows that, in the five-year period analysed, the gender pay gap (GPG) has narrowed to become insignificant. The paper suggests the improvement of female presence and the narrowing of the GPG go hand-in-hand, at least for these public sector top managers. It also provides indication that the GPG is multifaceted, women may sacrifice high salaries for future financial security. Women and men could also be negotiating salaries in a different way, signalling gender traits differences. © 2019, © 2019 Informa UK Limited, trading as Taylor & Francis Group.IMPACT: For CEOs of NHS foundation trusts gender parity has been reached. In this context over a five-year period (2013–2018), salary differences between female and male CEOs have narrowed to an insignificant level. Results suggest that shattering the glass ceiling helps to reduce the GPG, and hence gender inequalities. However, the study also provides original insights into different components of the GPG: salary and pension benefits and the interplay of female risk aversion. Political leaders must take a wide perspective on pay when considering how to achieve their espoused aims of removing gender inequality.
000129721 536__ $$9info:eu-repo/grantAgreement/ES/DGA-FEDER/S56-17R$$9info:eu-repo/grantAgreement/ES/MINECO-FEDER/ECO2015-66240-P
000129721 540__ $$9info:eu-repo/semantics/openAccess$$aby-nc-nd$$uhttp://creativecommons.org/licenses/by-nc-nd/3.0/es/
000129721 590__ $$a2.099$$b2020
000129721 591__ $$aPUBLIC ADMINISTRATION$$b32 / 47 = 0.681$$c2020$$dQ3$$eT3
000129721 592__ $$a0.491$$b2020
000129721 593__ $$aBusiness, Management and Accounting (miscellaneous)$$c2020$$dQ2
000129721 593__ $$aSociology and Political Science$$c2020$$dQ2
000129721 593__ $$aPublic Administration$$c2020$$dQ2
000129721 655_4 $$ainfo:eu-repo/semantics/article$$vinfo:eu-repo/semantics/acceptedVersion
000129721 700__ $$0(orcid)0000-0002-4660-6089$$aGarcia-Lacalle J.$$uUniversidad de Zaragoza
000129721 700__ $$0(orcid)0000-0001-5162-1446$$aRoyo S.$$uUniversidad de Zaragoza
000129721 7102_ $$14002$$2230$$aUniversidad de Zaragoza$$bDpto. Contabilidad y Finanzas$$cÁrea Economía Finan. y Contab.
000129721 773__ $$g40, 1 (2020), 31-41$$pPublic money manag.$$tPUBLIC MONEY & MANAGEMENT$$x0954-0962
000129721 8564_ $$s456799$$uhttps://zaguan.unizar.es/record/129721/files/texto_completo.pdf$$yPostprint
000129721 8564_ $$s748606$$uhttps://zaguan.unizar.es/record/129721/files/texto_completo.jpg?subformat=icon$$xicon$$yPostprint
000129721 909CO $$ooai:zaguan.unizar.es:129721$$particulos$$pdriver
000129721 951__ $$a2024-01-09-13:08:30
000129721 980__ $$aARTICLE