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Women in the workplace and management practices : theory and evidence / Takao Kato (Colgate University, IZA, Rutgers University, TCER, CJEB, CCP and ETLA), Naomi Kodama (Hitotsubashi University and RIETI) ; IZA Institute of Labor Economics
VerfasserKato, Takao ; Kodama, Naomi
KörperschaftForschungsinstitut zur Zukunft der Arbeit
ErschienenBonn, Germany : IZA Institute of Labor Economics, May 2017
Elektronische Ressource
1 Online-Ressource (48 Seiten) : Diagramme
SerieDiscussion paper ; no. 10788
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dp10788.pdf [1.42 mb]Women in the workplace and management practices
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We review recent studies on management practices and their consequences for women in the workplace. First, the High Performance Work System (HPWS) is associated with greater gender diversity in the workplace while there is little evidence that the HPWS reduces the gender pay gap. Second, work-life balance practices with limited face-to-face interactions with coworkers may hamper womens career advancement. Third, individual incentive linking pay to objective performance may enhance gender diversity while individual incentive with subjective performance may have an opposite effect. Fourth, a rat race model with working hours as a signal of the workers commitment is a promising way to explain the gender gap in promotions. Fifth, corporate social responsibility practices may increase gender diversity. We temper the findings by identifying three major methodological challenges: (i) how to measure management practices; (ii) how to account for endogeneity of management practices; and (iii) how to minimize selection bias.