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Kato, Takao
Kodama, Naomi
Year of Publication: 
Series/Report no.: 
IZA Discussion Papers 10788
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.
promotion tournament
gender diversity in the labor market
gender pay gap
management practices
high performance work system
work-life balance
family-friendly practices
incentive pay
pay for performance
rat races
corporate social responsibility
Document Type: 
Working Paper

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