TY  - RPRT
        AU  - Kato, Takao
AU  - Kodama, Naomi
        TI  - Women in the Workplace and Management Practices: Theory and Evidence
        PY  - 2017/May/
        PB  - Institute of Labor Economics (IZA)
        CY  - Bonn
        T2  - IZA Discussion Paper
        IS  - 10788
        UR  - https://www.iza.org/publications/dp10788
        AB  - 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 women’s 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 worker’s 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.
        KW  - promotion tournament
KW  - gender diversity in the labor market
KW  - gender pay gap
KW  - management practices
KW  - high performance work system
KW  - work-life balance
KW  - family-friendly practices
KW  - incentive pay
KW  - pay for performance
KW  - rat races
KW  - corporate social responsibility
        ER  -