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View Results 61 - 70 of 84 for:
Talent Management

Topic Overview

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Talent Management Icon
Talent Management

Unconscious biases often prevent employers from hiring and retaining women and other underrepresented groups. Explore the interventions that both help women navigate these innate barriers in workplace and find out how institutions can "debias" their organizational processes.  

Image
Talent Management Icon

The Difficult Case of Persuading Women: Experimental Evidence from Childcare

When exposed to information about the positive effects of formal childcare, women with more education were more likely to stay in the labor force and use daycare, while women with less education actually decreased their willingness to stay in the labor force.

Vincenzo Galasso, Paola Profeta, Chiara Pronzato, Francesco Billari (2013)
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Laboratory Evidence on the Effects of Sponsorship on the Competitive Preferences of Men and Women

Formalized workplace sponsorship programs benefit men far more than women, but harnessing the positive impact of sponsors’ confidence in female protégés’ abilities could help close gender gaps.

Nancy Baldiga, Katherine Baldiga Coffman (2018)
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How Stereotypes Impair Women’s Careers in Science

Both male and female employers are less likely to hire women for arithmetic tasks, even though both genders perform equally well.  This gap persists even when employers receive information about the candidate’s past performance.

Ernesto Reuben, Paola Sapienza, Luigi Zingales (2014)
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Can Mentoring Help Female Assistant Professors in Economics? An Evaluation by Randomized Trial

Mentoring young female professors in economics, an academic field in which women are historically underrepresented, can lead to an increase in their likelihood of staying in academia and of receiving tenure at a top 30 or 50 economics program in the world,  relative to their peers without mentors.

Francine D. Blau, Janet M. Currie, Rachel T. A. Croson, Donna K. Ginther (2020)
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Bias Icon
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Female Leaders: Injurious or Inspiring Role Models for Women?

High-level female role models, whose success seems unattainable, negatively affects younger women’s self-perceptions and leadership aspirations; however, mid-level female role models do not.

Crystal L. Hoyt, Stefanie Simon (2011)
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Female tokens in high-prestige work groups: Catalysts or inhibitors of group diversification?

When a woman is the only female in a high-prestige work group, she is unlikely to recruit another woman to her team for fear of being outperformed or undervalued, however, she is just as likely to recruit another woman when the high-prestige work group is already majority female.

Michelle Duguid (2011)
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No Credit Where Credit Is Due: Attributional Rationalization of Women’s Success in Male-Female Teams

Providing information about male and female employees’ individual contributions to a group task, or information about female employees’ competence in previous tasks, reduces negative assessments about women’s contribution to group work.

Madeline Heilman, Michelle C Haynes-Baratz (2005)
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Successful Female Leaders Empower Women's Behavior In Leadership Tasks

Subtle exposure to highly successful female leaders improves women’s performance and self-evaluations in stressful leadership tasks.    

Ioana M. Latu, Marianne Schmid Mast, Joris Lammers, Dario Bombari (2013)
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Getting a Job: Is There a Motherhood Penalty?

Mothers face penalties in hiring, starting salaries, and perceived competence while fathers can benefit from being a parent.

Shelley Correll, Stephan Benard, In Paik (2007)
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Unkind to Two of a Kind: Stereotyping Women with Duo Status in a Work Group

Men evaluate women as contributing less leadership and having fewer skills when there are two women in a group compared to when there are one or three.   

Denise Lewin Loyd, Judith B. White, Mary C. Kern (2012)
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Topic Overview

Image
Talent Management Icon
Talent Management

Unconscious biases often prevent employers from hiring and retaining women and other underrepresented groups. Explore the interventions that both help women navigate these innate barriers in workplace and find out how institutions can "debias" their organizational processes.  

Image
Talent Management Icon
Image
Competition Icon

Laboratory Evidence on the Effects of Sponsorship on the Competitive Preferences of Men and Women

Formalized workplace sponsorship programs benefit men far more than women, but harnessing the positive impact of sponsors’ confidence in female protégés’ abilities could help close gender gaps.

Nancy Baldiga, Katherine Baldiga Coffman (2018)
Sharing
Share
Share to Facebook Share to Twitter Share to Linkedin Share by Email
Read More
Image
Talent Management Icon

Can Mentoring Help Female Assistant Professors in Economics? An Evaluation by Randomized Trial

Mentoring young female professors in economics, an academic field in which women are historically underrepresented, can lead to an increase in their likelihood of staying in academia and of receiving tenure at a top 30 or 50 economics program in the world,  relative to their peers without mentors.

Francine D. Blau, Janet M. Currie, Rachel T. A. Croson, Donna K. Ginther (2020)
Sharing
Share
Share to Facebook Share to Twitter Share to Linkedin Share by Email
Read More
Image
Talent Management Icon
Image
Leadership Icon

Female tokens in high-prestige work groups: Catalysts or inhibitors of group diversification?

When a woman is the only female in a high-prestige work group, she is unlikely to recruit another woman to her team for fear of being outperformed or undervalued, however, she is just as likely to recruit another woman when the high-prestige work group is already majority female.

Michelle Duguid (2011)
Sharing
Share
Share to Facebook Share to Twitter Share to Linkedin Share by Email
Read More
Image
Talent Management Icon
Image
Leadership Icon

Successful Female Leaders Empower Women's Behavior In Leadership Tasks

Subtle exposure to highly successful female leaders improves women’s performance and self-evaluations in stressful leadership tasks.    

Ioana M. Latu, Marianne Schmid Mast, Joris Lammers, Dario Bombari (2013)
Sharing
Share
Share to Facebook Share to Twitter Share to Linkedin Share by Email
Read More
Image
Talent Management Icon
Image
Leadership Icon

Unkind to Two of a Kind: Stereotyping Women with Duo Status in a Work Group

Men evaluate women as contributing less leadership and having fewer skills when there are two women in a group compared to when there are one or three.   

Denise Lewin Loyd, Judith B. White, Mary C. Kern (2012)
Sharing
Share
Share to Facebook Share to Twitter Share to Linkedin Share by Email
Read More
Image
Talent Management Icon

The Difficult Case of Persuading Women: Experimental Evidence from Childcare

When exposed to information about the positive effects of formal childcare, women with more education were more likely to stay in the labor force and use daycare, while women with less education actually decreased their willingness to stay in the labor force.

Vincenzo Galasso, Paola Profeta, Chiara Pronzato, Francesco Billari (2013)
Sharing
Share
Share to Facebook Share to Twitter Share to Linkedin Share by Email
Read More
Image
Talent Management Icon
Image
Decision Making Icon
Image
Leadership Icon

How Stereotypes Impair Women’s Careers in Science

Both male and female employers are less likely to hire women for arithmetic tasks, even though both genders perform equally well.  This gap persists even when employers receive information about the candidate’s past performance.

Ernesto Reuben, Paola Sapienza, Luigi Zingales (2014)
Sharing
Share
Share to Facebook Share to Twitter Share to Linkedin Share by Email
Read More
Image
Talent Management Icon
Image
Bias Icon
Image
Leadership Icon

Female Leaders: Injurious or Inspiring Role Models for Women?

High-level female role models, whose success seems unattainable, negatively affects younger women’s self-perceptions and leadership aspirations; however, mid-level female role models do not.

Crystal L. Hoyt, Stefanie Simon (2011)
Sharing
Share
Share to Facebook Share to Twitter Share to Linkedin Share by Email
Read More
Image
Talent Management Icon
Image
Leadership Icon

No Credit Where Credit Is Due: Attributional Rationalization of Women’s Success in Male-Female Teams

Providing information about male and female employees’ individual contributions to a group task, or information about female employees’ competence in previous tasks, reduces negative assessments about women’s contribution to group work.

Madeline Heilman, Michelle C Haynes-Baratz (2005)
Sharing
Share
Share to Facebook Share to Twitter Share to Linkedin Share by Email
Read More
Image
Talent Management Icon
Image
Compensation Icon

Getting a Job: Is There a Motherhood Penalty?

Mothers face penalties in hiring, starting salaries, and perceived competence while fathers can benefit from being a parent.

Shelley Correll, Stephan Benard, In Paik (2007)
Sharing
Share
Share to Facebook Share to Twitter Share to Linkedin Share by Email
Read More

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