New workplace practices and the gender wage gap
We explore the effect of introducing new workplace practices on the gender gap using a unique 1999 survey on work and compensation practices of Danish private sector firms merged to a large matched employer-employee database. Self-managed teams, project organisation and job rotation schemes are the most widely implemented work practices. Wage gains from adopting new workplace practices accrue mainly to hourly paid males and salaried females but do not generate large changes in the gender gap in pay at the level of the firm. Considering practices individually, however, the gender wage gap among salaried workers is significantly reduced in firms which offer job rotation and project organisation, while among hourly paid workers the use of quality control circles significantly widens the gap in pay between male and female workers.
|Date of creation:||02 Sep 2005|
|Date of revision:|
|Contact details of provider:|| Postal: The Aarhus School of Business, Prismet, Silkeborgvej 2, DK 8000 Aarhus C, Denmark|
Phone: +45 89 486396
Fax: +45 8615 5175
Web page: http://www.asb.dk/departments/nat.aspx
More information through EDIRC
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Daniel Parent, 1999.
"Methods of Pay and Earnings: A Longitudinal Analysis,"
Cornell University, ILR School, vol. 53(1), pages 71-86, October.
- Daniel Parent, 1997. "Methods of Pay and Earnings: A Longitudinal Analysis," CIRANO Working Papers 97s-14, CIRANO.
- Nabanita Datta Gupta & Donna S. Rothstein, 2005.
"The Impact of Worker and Establishment-level Characteristics on Male-Female Wage Differentials: Evidence from Danish Matched Employee-Employer Data,"
CEIS, vol. 19(1), pages 1-34, 03.
- Gubta, Nabanita Datta & Rothstein, Donna S., 2001. "The Impact of Worker and Establishment-level Characteristics on Male-Female Wage Differentials: Evidence from Danish Matched Employee-Employer Data," CLS Working Papers 01-9, University of Aarhus, Aarhus School of Business, Centre for Labour Market and Social Research.
- Lausten, Mette, 2001.
"Gender Differences in Managerial Compensation - Evidences from Denmark,"
01-4, University of Aarhus, Aarhus School of Business, Department of Economics.
- Lausten, M., 2001. "Gender differences in managerial compensation - Evidences from Denmark," Papers 01-4, Aarhus School of Business - Department of Economics.
- Sandra E. Black & Lisa M. Lynch, 2000.
"What's Driving the New Economy: The Benefits of Workplace Innovation,"
NBER Working Papers
7479, National Bureau of Economic Research, Inc.
- Sandra E. Black & Lisa M. Lynch, 2004. "What's driving the new economy?: the benefits of workplace innovation," Economic Journal, Royal Economic Society, vol. 114(493), pages F97-F116, 02.
- Sandra E Black & Lisa M Lynch, 2002. "What's Driving the New Economy? The Benefits of Workplace Innovation," Working Papers 02-03, Center for Economic Studies, U.S. Census Bureau.
- Sandra E. Black & Lisa M. Lynch, 2003. "What's driving the new economy?: the benefits of workplace innovation," Working Paper Series 2003-23, Federal Reserve Bank of San Francisco.
- Sandra E. Black & Lisa M. Lynch, 2001. "What's driving the new economy? The benefits of workplace innovation," Staff Reports 118, Federal Reserve Bank of New York.
- Jaume Garcia Villar & Pedro J. Hernández & Ángel López-Nicolás, 2002. "An investigation of the relationship between job characteristics and the gender wage gap," Economics Working Papers 627, Department of Economics and Business, Universitat Pompeu Fabra.
When requesting a correction, please mention this item's handle: RePEc:hhs:aareco:2004_018. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Helle Vinbaek Stenholt)
If references are entirely missing, you can add them using this form.