Essays On Issues In Management And Gender

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Essays On Issues In Management And Gender, Is A Well-Researched Topic, It Is To Be Used As A Guide Or Framework For Your Research.

Introduction

Mentorship programs, formal and informal, which broadly comprise career advice, train- ing or serving as a role model provided by more senior workers are pervasive in the workplace.1 Evidence from psychology notes such programs could help with mentee career development and work attitudes (see Allen et al., 2004 for a meta-analysis) and promote women’s par- ticipation and retention in the labor market (Dennehy and Dasgupta, 2017). More than 70 percent of Fortune 500 companies have some type of mentorship programs.2 Formal programs in rms usually assign senior managers as mentors for junior colleagues (e.g. IBM, Liberty Mutual, Deloitte, General Electric and Boeing), match mentors and mentees through algorithms (e.g. Toyota, Xerox and ConAgra use a platform called Mentor Scout) or bring together a pool of potential mentors and mentees and allow self-selection. For
example, Paypal, which purportedly has one of the better corporate mentorship programs, has for years used an algorithm to match employees with senior sta . However, neither mentors nor mentees were happy with this setup, leading Paypal to opt for a new model in 2017 where employees sign up for speed mentoring sessions and try to nd a mentor.3 Firms experiment with these di erent models of mentorship, changing them when they are unsuccessful, and given these pitfalls

TABLE OF CONTENTS

LIST OF FIGURES ix
LIST OF TABLES x
CHAPTERS
1 IT’S A MATCH! OR IS IT? A LAB EXPERIMENT ON MENTORSHIP 1
1.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
1.2 The Mentorship Experiment: Experiment Design . . . . . . . . . . . . . . . 7
1.3 Treatments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
1.4 Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
1.5 Experimental Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
1.6 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
2 GENDER DIFFERENCES IN TOP LEADERSHIP ROLES: DOESWORKER
BACKLASH MATTER? 45
2.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
2.2 The Leadership Experiment: Experiment Design . . . . . . . . . . . . . . . . 51
2.3 Treatments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
2.4 Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
2.5 Experimental Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58
2.5.1 Gender di erences in the decision to be manager . . . . . . . . . . . . 59
2.5.2 Gender di erences in managers’ decision-making . . . . . . . . . . . . 62
2.5.3 Gender di erences in leadership style . . . . . . . . . . . . . . . . . . 67
2.5.4 Gender di erences in the extent of received worker backlash . . . . . 68
2.6 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70

3 DEGREES OF EQUALITY: WHY ARE THERE FEWER WOMEN IN
UNDERGRADUATE ECONOMICS? 82
3.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82
3.2 Literature Review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83
3.3 Experiment Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89
3.4 Empirical Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91
3.5 Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92
3.6 Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93
3.7 Strategy for the full scale study . . . . . . . . . . . . . . . . . . . . . . . . . 95
3.8 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97
APPENDIX 106
BIBLIOGRAPHY 128
viii

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Additional information

Author

Priyanka Chakraborty

No of Chapters

3

No of Pages

150

Reference

YES

Format

PDF

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