Women in the Workplace and Management Practices: Theory and Evidence

Takao Kato, Naomi Kodama

Research output: Chapter in Book/Report/Conference proceedingBook chapterResearchpeer-review

Abstract

This chapter reviews 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 but there is little evidence it 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 incentives linking pay to objective performance may enhance gender diversity, while those with subjective performance may have the opposite effect. Fourth, a rat race model with working hours as a signal of the worker’s commitment is a promising explanation for the gender gap in promotions. Fifth, corporate social responsibility practices may increase gender diversity. The chapter also identifies three major methodological challenges: (1) how to measure management practices, (2) how to account for endogeneity of management practices, and (3) how to minimize selection bias.
Original languageEnglish
Title of host publicationThe Oxford Handbook of Women and the Economy
EditorsSusan L. Averett, Laura M. Argys, Saul D. Hoffman
Number of pages34
Place of PublicationOxford
PublisherOxford University Press
Publication date2018
Pages561-594
Chapter23
ISBN (Print)9780190628963
ISBN (Electronic)9780190878269
DOIs
Publication statusPublished - 2018

Cite this

Kato, T., & Kodama, N. (2018). Women in the Workplace and Management Practices: Theory and Evidence. In S. L. Averett, L. M. Argys, & S. D. Hoffman (Eds.), The Oxford Handbook of Women and the Economy (pp. 561-594). Oxford: Oxford University Press. https://doi.org/10.1093/oxfordhb/9780190628963.013.33
Kato, Takao ; Kodama, Naomi. / Women in the Workplace and Management Practices : Theory and Evidence. The Oxford Handbook of Women and the Economy. editor / Susan L. Averett ; Laura M. Argys ; Saul D. Hoffman. Oxford : Oxford University Press, 2018. pp. 561-594
@inbook{6c8dbd522fd84bac94ce9e4f376a1682,
title = "Women in the Workplace and Management Practices: Theory and Evidence",
abstract = "This chapter reviews 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 but there is little evidence it 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 incentives linking pay to objective performance may enhance gender diversity, while those with subjective performance may have the opposite effect. Fourth, a rat race model with working hours as a signal of the worker’s commitment is a promising explanation for the gender gap in promotions. Fifth, corporate social responsibility practices may increase gender diversity. The chapter also identifies three major methodological challenges: (1) how to measure management practices, (2) how to account for endogeneity of management practices, and (3) how to minimize selection bias.",
author = "Takao Kato and Naomi Kodama",
year = "2018",
doi = "10.1093/oxfordhb/9780190628963.013.33",
language = "English",
isbn = "9780190628963",
pages = "561--594",
editor = "Averett, {Susan L.} and Argys, {Laura M.} and Hoffman, {Saul D.}",
booktitle = "The Oxford Handbook of Women and the Economy",
publisher = "Oxford University Press",
address = "United Kingdom",

}

Kato, T & Kodama, N 2018, Women in the Workplace and Management Practices: Theory and Evidence. in SL Averett, LM Argys & SD Hoffman (eds), The Oxford Handbook of Women and the Economy. Oxford University Press, Oxford, pp. 561-594. https://doi.org/10.1093/oxfordhb/9780190628963.013.33

Women in the Workplace and Management Practices : Theory and Evidence. / Kato, Takao; Kodama, Naomi.

The Oxford Handbook of Women and the Economy. ed. / Susan L. Averett; Laura M. Argys; Saul D. Hoffman. Oxford : Oxford University Press, 2018. p. 561-594.

Research output: Chapter in Book/Report/Conference proceedingBook chapterResearchpeer-review

TY - CHAP

T1 - Women in the Workplace and Management Practices

T2 - Theory and Evidence

AU - Kato, Takao

AU - Kodama, Naomi

PY - 2018

Y1 - 2018

N2 - This chapter reviews 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 but there is little evidence it 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 incentives linking pay to objective performance may enhance gender diversity, while those with subjective performance may have the opposite effect. Fourth, a rat race model with working hours as a signal of the worker’s commitment is a promising explanation for the gender gap in promotions. Fifth, corporate social responsibility practices may increase gender diversity. The chapter also identifies three major methodological challenges: (1) how to measure management practices, (2) how to account for endogeneity of management practices, and (3) how to minimize selection bias.

AB - This chapter reviews 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 but there is little evidence it 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 incentives linking pay to objective performance may enhance gender diversity, while those with subjective performance may have the opposite effect. Fourth, a rat race model with working hours as a signal of the worker’s commitment is a promising explanation for the gender gap in promotions. Fifth, corporate social responsibility practices may increase gender diversity. The chapter also identifies three major methodological challenges: (1) how to measure management practices, (2) how to account for endogeneity of management practices, and (3) how to minimize selection bias.

UR - https://primo.kb.dk/permalink/f/cgk3ik/TN_ouporr10.1093/oxfordhb/9780190628963.001.0001

U2 - 10.1093/oxfordhb/9780190628963.013.33

DO - 10.1093/oxfordhb/9780190628963.013.33

M3 - Book chapter

SN - 9780190628963

SP - 561

EP - 594

BT - The Oxford Handbook of Women and the Economy

A2 - Averett, Susan L.

A2 - Argys, Laura M.

A2 - Hoffman, Saul D.

PB - Oxford University Press

CY - Oxford

ER -

Kato T, Kodama N. Women in the Workplace and Management Practices: Theory and Evidence. In Averett SL, Argys LM, Hoffman SD, editors, The Oxford Handbook of Women and the Economy. Oxford: Oxford University Press. 2018. p. 561-594 https://doi.org/10.1093/oxfordhb/9780190628963.013.33