We use a hypothetical choice methodology to estimate preferences for workplace attributes from a sample of high-ability undergraduates attending a highly selective university.We estimate that women ...on average have a higher willingness to pay (WTP) for jobs with greater work flexibility and job stability, and men have a higher WTP for jobs with higher earnings growth. These job preferences relate to college major choices and to actual job choices reported in a follow-up survey four years after graduation. The gender differences in preferences explain at least a quarter of the early career gender wage gap.
Improving the career progression of women and ethnic minorities in public health universities has been a longstanding challenge, which we believe might be addressed by including staff diversity data ...in university rankings. We present findings from a mixed methods investigation of gender-related and ethnicity-related differences in career progression at the 15 highest ranked social sciences and public health universities in the world, including an analysis of the intersection between sex and ethnicity. Our study revealed that clear gender and ethnic disparities remain at the most senior academic positions, despite numerous diversity policies and action plans reported. In all universities, representation of women declined between middle and senior academic levels, despite women outnumbering men at the junior level. Ethnic-minority women might have a magnified disadvantage because ethnic-minority academics constitute a small proportion of junior-level positions and the proportion of ethnic-minority women declines along the seniority pathway.
The gender pay gap, including at the top management level, is a socially relevant issue; however, it remains controversial. This study explores the distribution of pay by gender for executive ...directors of Spanish listed companies over the period 2012 to 2021. The analysis is based on multilevel regression. Three-level models with a fixed slope for gender show that female directors face an average 45% pay penalty relative to their male peers after controlling for time-varying individual and board/firm variables, time-invariant firm characteristics, and year of observation. A three-level model including all control variables and a random slope for gender shows that the gender pay penalty varies significantly across boards/firms (from 18% to 78%), with an average value of 46%. This finding suggests that unobservable heterogeneity among firms is a primary source of the observed gender pay gap.
We examine the relationship between gender composition of boards of directors and the gender pay gap found in top management teams (TMTs), as well as the extent to which this relationship is ...influenced by Chief Executive Officer (CEO) gender. Using observations of 2,658 U.S. firms taken over 14 years, we find an inverted U-shaped relationship between board gender composition and the TMT pay gap, such that increasing the proportion of women on a board from zero to roughly 15 percent widens the pay gap whereby men are paid more than women. However, as the proportion of women on boards increases beyond 15 percent, the pay gap narrows and continues to do so. Moreover, the presence of a woman CEO strengthens the narrowing effect on the gender pay gap that an increased proportion of women on the board exerts. Our findings are consistent with the integrated insights we draw from queen bee, critical mass, and upper echelons theories. This paper discusses the implications of our work for research and practice.
Drawing on macro and micro domains in gender research, we meta-analytically test whether occupation-, industry-, and job-level factors mitigate or exacerbate differences in performance evaluations (k ...= 93; n = 95,882) and rewards (k = 97; n = 378,850) between men and women. Based on studies conducted across a variety of work settings and spanning nearly 30 years, we found that the sex differences in rewards (d = .56) (including salary, bonuses, and promotions) were 14 times larger than sex differences in performance evaluations (d = .04), and that differences in performance evaluations did not explain reward differences between men and women. The percentage of men in an occupation and the complexity of jobs performed by employees enhanced the male–female gap in performance and rewards. In highly prestigious occupations, women performed equally, but were rewarded significantly lower than men. Only a higher representation of female executives at the industry level enabled women to reverse the gender gap in rewards and performance evaluations. Our configurational analysis also revealed that some occupation-, industry-, and job-level attributes of the work context jointly contributed to differences in rewards and performance evaluations.
Khan discusses the study by Jefferson et al about the glass ceiling in medicine and women's constrained career progression in terms of the gender pay gap and gendered barriers in taking up ...partnership roles. Aside from the glass ceiling, the "sticky floor" metaphor highlights a pattern where certain groups get mired at the bottom of the employment ladder, with fewer opportunities for promotion and professional advancement. Although the metaphor traditionally was used to depict the barriers faced by women, it's relevant to inequalities faced by ethnic minorities and LGBTIQA+ groups. It also applies to academic general practice, where female GPs make up a larger proportion of junior positions, but somehow don't progress to more senior roles where the vast majority of general practice professors are male. Role models can help by showing what is achievable, acting as inspirational representations of the possible.
To describe how men and women divided childcare and housework demands during the height of the first Covid-19 lockdown in the UK, and whether these divisions were associated with worsening mental ...health during the pandemic.
School closures and homeworking during the Covid-19 crisis have resulted in an immediate increase in unpaid care work, which draws new attention to gender inequality in divisions of unpaid care work.
Data come from the wave 9 (2017-19) of Understanding Society and the following April (n = 15,426) and May (n = 14,150) waves of Understanding Society Covid-19 study. Psychological distress was measured using the General Health Questionnaire (GHQ) at both before and during the lockdown, and unpaid care work was measured during the lockdown. Linear regression models were used.
Women spent much more time on unpaid care work than men during lockdown, and it was more likely to be the mother than the father who reduced working hours or changed employment schedules due to increased time on childcare. Women who spent long hours on housework and childcare were more likely to report increased levels of psychological distress. Working parents who adapted their work patterns increased more psychological distress than those who did not. This association was much stronger if he or she was the only member in the household who adapted their work patterns, or if she was a lone mother. Fathers increased more psychological distress if they reduced work hours but she did not, compared to neither reducing work hours.
There are continued gender inequalities in divisions of unpaid care work. Juggling home working with homeschooling and childcare as well as extra housework is likely to lead to poor mental health for people with families, particularly for lone mothers.
A grand gender convergence Goldin, Claudia
The American economic review,
04/2014, Letnik:
104, Številka:
4
Journal Article
Recenzirano
Odprti dostop
The converging roles of men and women are among the grandest advances in society and the economy in the last century. These aspects of the grand gender convergence are figurative chapters in a ...history of gender roles. But what must the "last" chapter contain for there to be equality in the labor market? The answer may come as a surprise. The solution does not (necessarily) have to involve government intervention and it need not make men more responsible in the home (although that wouldn't hurt). But it must involve changes in the labor market; especially how jobs are structured and remunerated to enhance temporal flexibility. The gender gap in pay would be considerably reduced and might vanish altogether if firms did not have an incentive to disproportionately reward individuals who labored long hours and worked particular hours. Such change has taken off in various sectors, such as technology, science, and health, but is less apparent in the corporate, financial, and legal worlds.
While most studies of the formalization of pay systems suggest that it helps reduce inequality, some recent studies suggest the opposite. The present study draws on social identity theory to shift ...this debate from whether formalization reduces inequality to when, or under what conditions, less formalized pay systems may also serve to reduce inequality. Specifically, I consider both the gender of the decision maker and the job of the employee being evaluated. The goal of this study is to determine whether male and female managers differ in how they use the discretion afforded by less formalized pay systems, and to identify the implications for pay among employees at different levels of the organizational hierarchy. Among 857 employees in 120 retail branches of a financial services firm, I find evidence of less gender pay inequality in terms of less formalized components of pay for employees reporting to a female manager. However, this effect is only among employees in the lowest organizational ranks. These findings demonstrate that it is critical to take manager gender and the organizational position of the employees being evaluated into account when assessing the relationship between the formalization of pay and gender pay inequality.
•Negotiation training should be part of residency training.•Negotiation training should be offered before job interviews begin.•More training on “non surgical skills for success” such as negotiation ...training should be part of residency training.•Negotiation training could possibly help in decreasing the pay gap between male and female surgeons.
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