October 2, 2017
Join us for the first installment of the Gender and Security Seminar Series. In this seminar, Andreas Kotsadam examines whether the exposure of men to women in a traditionally male-dominated environment can change gendered attitudes. The context is the military in Norway, where female recruits were randomly assigned to some squads but not others during boot camp. Findings show that living and working with women for 8 weeks caused men to adopt more egalitarian attitudes. Specifically, there was a 14 percentage point increase in the fraction of men who think mixed-gender teams perform as well or better than same-gender teams, an 8 percentage point increase in men who think household work should be shared equally and a 14 percentage point reduction in men who strongly disavow feminine traits. Contrary to what many policymakers have predicted, there is no evidence that integrating women into squads hurt male recruits' satisfaction with boot camp or their plans to continue in the military. These findings demonstrate that even in a highly gender-skewed environment, gender stereotypes are malleable and can be altered by integrating members of the opposite sex.
Andreas Kotsadam, Senior Researcher, The Frisch Centre; Affiliated Researcher, Department of Economics, University of Oslo
September 15, 2017
In this seminar, Ashley Martin discusses the consequences of being “aware of” or “blind to” intergroup differences on women’s workplace outcomes. In contrast to organizational best-practices for race relations, which argue that recognizing racial differences is more effective at reducing racial bias than is ignoring them, she shows that deemphasizing, rather than embracing, gender differences promotes men’s inclusion and women’s empowerment.
Ashley Martin, PhD Candidate, Columbia Business School
April 20, 2017
Although there is still a gender division of labor in post-industrial countries, evidence seems to suggest that there is a growing number of fathers that want to be more involved with their children. Using a Time Use Survey, this seminar analyzes how paternal time devoted to children under 10 years old differs across educational level, income, age, number of paid working hours, occupation, and partner’s occupation, among other independent variables. Understanding patterns of fathers, who are more involved with their children, will presumably give some clues on how to promote gender equality in parenting. Furthermore, while research shows that fatherhood involvement is positively related with child outcomes and gender equality, less is known about the benefits of having both work and family roles for working fathers themselves and their jobs. Using the conceptual framework of work-family enrichment, Marc Grau-Grau explores how resources developed at home are positively transferred and applied at work.
Marc Grau-Grau, WAPPP Fellow; PhD Candidate in Social Policy, School of Social and Political Science, University of Edinburgh
April 13, 2017
This seminar explores why investigating health inequities in relation to multiple dimensions of social inequality is critical to promoting women's health. Drawing on her quantitative and qualitative research, Madina Agénor addresses how sexual orientation and race/ethnicity simultaneously affect cervical cancer screening among U.S. women and shows that neglecting to examine the role of multiple dimensions of social inequality can lead to interventions that fail to promote the health of the most marginalized women.
Madina Agénor, Assistant Professor of Social and Behavioral Sciences, Harvard T. H. Chan School of Public Health
March 30, 2017
Organizations traditionally have had a clear distinction between their policies on diversity and inclusion and their talent management. The main driving force behind diversity and inclusion has been being seen to be a good employer, to be able to make claims in the annual report and to feel as though a positive contribution is being made to society. On the other hand, talent management activities have been driven by a real business need to ensure that the organization has the right people with the right skills in the right place to drive operational success. Steve Frost’s latest book, Inclusive Talent Management, aligns talent management and diversity and inclusion, offering a fresh perspective on why the current distinction between them needs to disappear.
In this seminar, Steve uses case studies from internationally recognised brands such as Goldman Sachs, Unilever, KPMG, Hitachi, Oxfam and the NHS, to show that to achieve business objectives and gain the competitive advantage, it is imperative that organizations take an inclusive approach to talent management. He puts forward a compelling and innovative case, raising questions not only for the HR community but also to those in senior management positions, providing the practical steps, global examples and models for incorporating diversity and inclusion activities into talent management strategy.
Stephen Frost, WAPPP AY14 Fellow; Founder and Principal, Frost Included
March 23, 2017
Using data from the 1980-2010 time period, Francine Blau provides new empirical evidence on the extent of and trends in the gender wage gap, which declined considerably over this period. By 2010, conventional human capital variables taken together explained little of the gender wage gap, while gender differences in occupations and industries continued to be important. Moreover, the gender pay gap declined much more slowly at the top of the wage distribution that at the middle or the bottom and, by 2010, was noticeably higher at the top. Francine also uses the literature to identify what has been learned about the explanations for the gap, considering the role of human capital and gender roles, gender differences in occupations and industries, gender differences in psychological attributes, and labor market discrimination against women.
Francine Blau, Frances Perkins Professor of Industrial and Labor Relations and Professor of Economics, Department of Economics, ILR School, Cornell University
February 16, 2017
While gender equity is a core value in public service, women continue to be underrepresented in the top-level of leadership of public sector organizations. Existing explanations for why more women do not advance to top leadership positions consider factors, such as human and social capital, gender stereotypes and beliefs about effective leadership, familial expectations, and work-life conflict. Such studies, largely based on private-sector organizations, focus on why women do not reach top leadership positions rather than trying to understand how, or why, some women do. In this seminar, Amy Smith discusses findings from a multi-method study examining career histories of women and men who have reached the top-level of leadership in U.S. federal regulatory organizations. Her analysis identifies a typology of career paths for women and men in public service. Amy finds that while both women and men assert personal and professional qualifications to legitimize their claims to top leadership positions, they do so in different, possibly gendered, ways.
Amy E. Smith, Associate Professor of Public Policy and Public Affairs, McCormack Graduate School of Policy and Global Studies, University of Massachusetts Boston