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This paper aims to examine the organisational factors responsible for the inclusion of women as Human Resource (HR) directors in Canadian-based subsidiaries of multinational companies (MNCs).

Based on the resource dependence theory, this study outlines the features of subsidiaries that appoint a woman HR director. Hypotheses were developed and assessed through analysis of a database obtained from a quantitative investigation. Analyses are based on 100 multinational subsidiaries operating in Canada.

Three primary findings arise from this study. Firstly, the larger the subsidiary, the less likely it is for a woman to hold the position of HR director. Secondly, there is a positive and significant correlation between the percentage of women employed in an MNC subsidiary and the presence of women in the HR director position. Finally, MNC subsidiaries with high executive career progression autonomy are more likely to have a woman HR director than those lacking in such autonomy.

This study proposes improving the representation of women in HR director positions by increasing the percentage of women employed in organisations and by granting greater decision-making autonomy to subsidiaries of MNCs.

This paper contributes to broader research on gender inequality in leadership. This paper responds specifically to the dearth of research into gender inequality in HR directorships, despite HR as a profession being female dominated. This study focuses upon HR in multinational corporations – again, an under-researched area.