International Journal of Business and Social Science Vol. 2 No. 20; November 2011 195 The Advancement of Women to Top Management Positions in the Human Resource Management Domain: A time for Change? Mrs. Deepika Faugoo Head of School of Business Management & Finance University of Technology Management & Finance University of Technology Mauritius Mauritius Abstract Purpose-This paper explores the rise of women in the HRM domain since its inception as welfare function which was a low status function, where women remain clustered in low ueqqual status positions to their present day much improved status where they are currently occupying top management HR director positions in several european countries such as Australia, Canada, France, U.K, Germany, Switzerland and Estonia. The Research Methodology-The methodological approach is a review of research studies and theoretical arguments in management journals, company reports and hr magazine over the last 26 years Main Findings- This paper traces the evolution of women’s passage in the HRM domain where since its inception as a low status welfare function in the early nineteeth century women had unequal status and they rarely reached top positions, to their present day improved status where they are now being assigned to top management positions and are holding HR director positions in a number of countries. This paper highlights the propelling factors that have contributed to the rise of women in this domain. It explains that the Equal OpportunitiesLegislation has had a limited impact in advancing women in this domain but recent management of diversity approaches, the necessity to adhere to sexual strereotypes by organisations, coupled with enabling social practices such as paid maternity leave and childcare, gender egalitarianism and enhanced human capital factors are responsible for the rise of women in this domain. The case of women in the HRM domain can be used to raise awareness about gender discrimination and how it can be combattted and can be useful to academics and policy makers. Research Limitations- This study is based on a review of secondary research studies and theoretical argumentsby major researchers and academics. Practical Implications-This study describes the rise of women in the HRM domain and highlights reasons that have contributed to their current improved and enhanced status of women, where they are reaching top management positions in this domain and can prove useful to academics and policy makers. Originality/value- This paper adds value to the existing literature available on women in HRM . Key Words-Rise of women; sexual stereotypes;equal opportunities; management of diversity; gendere galitarianism; HRM. Introduction-Women in Human Resource Management This paper explores the rise of women in the HRM since its inception as a welfare function in the early 19 th century, where women mostly occupied welfare and administrative roles to its current modern managerial status, where women are occupying top management HR Director positions. This evolution of the role and status of women in HRM in recent times is the main focus of this study.It is of significance to note that despite HRM being a feminized profession and having a compelling feminized image,till late women did not have the same status, position, authority, or pay as their male counterparts and were relegated to carrying out stereotypical and non strategic functions in this domain( Brandl et al., 2007a; Brandl et al., 2008b; Brandl et al., 2008c). Legge(1987) argues that women in HR confront a paradox,when the function is marginal to strategic management, “women can reach the top” yet when the function is seen as a compelling contributor to the strategic decision-making then women, if not elbowed out are politely pushed aside” (pp.34). Empirical research shows that female HR managers are underrepresented in higher level positions(Canniffe,1985;Legge 1987; Gooch 1994; Long 1984; Mackay 1986; Monks,1993; Roos and Manley 1996) and has indentified several barriers towards the upward progression of women that are as follows: