October 26, 2017
Using lab and online experiments with more than 2000 participants this work documents that women are less prone than men to compete against others, but equally willing to challenge themselves to improve and compete with their own past performance. The authors further explore the roles of risk attitudes and confidence and suggest that these factors can account for why there is a gender difference in the willingness to enter other-competitions, but not self-competitions. The effects are driven observability by single male peers.
Johanna Mollerstrom, Professor of Economics, Humboldt University, Department Head, "Competition and Consumers", DIW Berlin
April 6, 2017
Do gender quotas matter to policy outcomes, or are they just `window dressing'? In this seminar, Ana Catalano Weeks discusses her findings from one of the first studies of the relationship between quota laws and policy outcomes across countries. She argues that after a quota law, we should expect to see change on issues characterized by gender gaps in preferences, especially if they lie off the main left-right (class-based) dimension in politics -- like maternal employment. She finds that implementing a quota law increases public spending on child care (which encourages maternal employment) and decreases spending on family allowances (which tends to discourage it). Evidence from fieldwork in Portugal and Italy suggests that quotas work by increasing women's leverage within parties and raising the overall salience of gender equality issues with the public and male party elites.
Ana Catalano Weeks, WAPPP Fellow; College Fellow, Department of Government, Harvard University
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
December 1, 2016
Across the world, the increasing use of digital payments for government to person transactions for social programs has provided an entry point for the world’s poor into the formal financial sector. This phenomenon begs the question: how can governments best leverage this opportunity to enable economic empowerment for women? This seminar explores research that uses a randomized controlled trial to assess how financial inclusion coupled with targeted benefit payments impact women's labor force participation and economic welfare in India.
Simone Schaner, Assistant Professor of Economics, Department of Economics, Dartmouth College
November 10, 2016
As women began to fill the ranks of management in the 1980s, the impact of motherhood on an individual’s career trajectory and the corporate balance sheet became a source of debate among feminists and business leaders. In this seminar, Elizabeth Singer More examines the “mommy track” argument that some feminists, most prominently Felice Schwartz of Catalyst, claimed would save businesses money by working to retain white-collar women. Schwartz hoped this argument would persuade businesses to provide benefits, such as flex-time and paid maternity leave, which they had resisted providing for years. But there were two significant costs to the “mommy track” argument. The first was the possibility that mothers who did not want to be on a decelerated career track would be involuntarily sidelined. The second was that by basing a claim for treating mothers as valued employees on the company’s profit interest alone, feminists risked losing the standing to demand rights and benefits that did not directly benefit the bottom line.
Elizabeth Singer More, WAPPP Fellow; Lecturer on History and Literature; Lecturer on Studies of Women, Gender, and Sexuality, Harvard University
October 20, 2016
Women are dramatically underrepresented in legislative bodies
(supply), and most scholars agree that the greatest limiting factor is
the lack of female candidates. However, voters’ subconscious biases
(demand) may also play a role, particularly among conservatives. In this
seminar, Jessica Preece discusses her findings from a field experiment
conducted in partnership with a state Republican Party. She finds that
party leaders’ efforts to increase both supply and demand (especially
both together) result in a greater number of women elected as delegates
to the statewide nominating convention. Her field experiment shows that
simple interventions from party leaders can influence the behavior of
candidates and voters, which ultimately leads to a substantial increase
in women’s electoral success.
Jessica Robinson Preece, Assistant Professor, Department of Political Science, Brigham Young University; Co-director, Gender and Civic Engagement Lab