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Browse 297 studies aiming to close gender gaps.

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Talent Management

Topic Overview

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.

The effect of California’s paid family leave policy on parent health: A quasi-experimental study

Paid family leave policies support the health of families with newborn children, with particular improvements in health status and psychological distress in mothers and particular benefits in reduced alcohol use in fathers.

Bethany C. Lee, Sepideh Modrek, Justin S. White, Akansha Batra, Daniel F. Collin, Rita Hamad (2020)

Going it alone: Competition increases the attractiveness of minority status

When faced with competitive workplaces, women and African Americans are less likely to join teams that include other women or African Americans than when faced with non-competitive workplaces.

Erika L. Kirgios, Edward H. Chang, Katherine L. Milkman (2020)

Scaling Down Inequality: Rating Scales, Gender Bias, and the Architecture of Evaluation

In male-dominated fields, quantitative performance ratings for judging a professor’s merit elicit more gender bias when ratings are assessed on a 10-point scale than when assessed on a 6-point scale.

Lauren A. Rivera, András Tilcsik (2019)

The Gender Gap in Self-Promotion

The gender gap in self-promotion persists even when incentives to self-promote are removed and information about other people's average level of self-promotion is provided.

Christine L. Exley, Judd B. Kessler (2020)

Breadwinner Bonus and Caregiver Penalty in Workplace Rewards for Men and Women

When working mothers are seen as breadwinners, they are offered higher salaries and more leadership training opportunities in the workplace.

Julia B. Bear, Peter Glick (2017)

It's fair for us: Diversity structures cause women to legitimize discrimination

The presence of diversity programs (such as diversity training or affirmative action) makes it more difficult for women to detect sexism, than when diversity structures are absent.

Laura M. Brady, Cheryl R. Kaiser, Brenda Major, Teri A. Kirby (2015)

A Network’s Gender Composition and Communication Pattern Predict Women’s Leadership Success

Women are more likely to be placed into high level leadership positions if they are centrally located in their social network and have a female-dominated inner circle.

Yang Yang, Nitesh V. Chawla, Brian Uzzi (2019)

Penalized or Protected? Gender and the Consequences of Nonstandard and Mismatched Employment Histories

Being in a job that underutilizes a person's skills is as damaging to a person's work history as a year of unemployment, and men are penalized for having part-time employment histories while women are not.

David Pedulla (2016)

History backfires: Reminders of past injustices against women undermine support for workplace policies promoting women

Reminders of historic injustices against women increase men’s denial of current gender discrimination, thereby decreasing their support for employment equity policies that aim to promote the hiring of women.

Ivona Hideg, Anne E. Wilson (2020)

Descriptive norms and gender diversity: Reactance from men

When employers are informed that the norm is to hire more candidates of one gender, they tended to not exhibit norm-abiding behavior, with men demonstrating backlash.

Maliheh Paryavi, Iris Bohnet, Alexandra van Geen (2019)

Topic Overview

Talent Management

Going it alone: Competition increases the attractiveness of minority status

When faced with competitive workplaces, women and African Americans are less likely to join teams that include other women or African Americans than when faced with non-competitive workplaces.

Erika L. Kirgios, Edward H. Chang, Katherine L. Milkman (2020)

The Gender Gap in Self-Promotion

The gender gap in self-promotion persists even when incentives to self-promote are removed and information about other people's average level of self-promotion is provided.

Christine L. Exley, Judd B. Kessler (2020)

It's fair for us: Diversity structures cause women to legitimize discrimination

The presence of diversity programs (such as diversity training or affirmative action) makes it more difficult for women to detect sexism, than when diversity structures are absent.

Laura M. Brady, Cheryl R. Kaiser, Brenda Major, Teri A. Kirby (2015)

Penalized or Protected? Gender and the Consequences of Nonstandard and Mismatched Employment Histories

David Pedulla (2016)

Descriptive norms and gender diversity: Reactance from men

When employers are informed that the norm is to hire more candidates of one gender, they tended to not exhibit norm-abiding behavior, with men demonstrating backlash.

Maliheh Paryavi, Iris Bohnet, Alexandra van Geen (2019)

The effect of California’s paid family leave policy on parent health: A quasi-experimental study

Bethany C. Lee, Sepideh Modrek, Justin S. White, Akansha Batra, Daniel F. Collin, Rita Hamad (2020)

Scaling Down Inequality: Rating Scales, Gender Bias, and the Architecture of Evaluation

Lauren A. Rivera, András Tilcsik (2019)

Breadwinner Bonus and Caregiver Penalty in Workplace Rewards for Men and Women

When working mothers are seen as breadwinners, they are offered higher salaries and more leadership training opportunities in the workplace.

Julia B. Bear, Peter Glick (2017)

A Network’s Gender Composition and Communication Pattern Predict Women’s Leadership Success

Women are more likely to be placed into high level leadership positions if they are centrally located in their social network and have a female-dominated inner circle.

Yang Yang, Nitesh V. Chawla, Brian Uzzi (2019)

History backfires: Reminders of past injustices against women undermine support for workplace policies promoting women

Ivona Hideg, Anne E. Wilson (2020)

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