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Working for Female Managers: Gender Hierarchy in the Workplace

Author

Listed:
  • Illong Kwon

    (University at Albany, SUNY)

  • Eva Meyersson Milgrom

    (Stanford University)

Abstract

We study workers’ reactions to changes in the gender composition of top management during a merger or acquisition, finding that an increase in the number of female top managers within their occupation makes male workers more likely to quit, and female workers less likely to quit. These effects vary across occupations. In particular, male workers’ aversion to female managers is strongest in occupations where the average female share nears 50 percent. The effects also vary with age, becoming smaller among younger males, but increasing with education level. We find little evidence that these preferences are driven by pecuniary effects.

Suggested Citation

  • Illong Kwon & Eva Meyersson Milgrom, 2010. "Working for Female Managers: Gender Hierarchy in the Workplace," Discussion Papers 10-012, Stanford Institute for Economic Policy Research.
    • Handle: RePEc:sip:dpaper:10-012
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    File URL: http://www.stanford.edu/group/siepr/cgi-bin/siepr/?q=system/files/shared/pubs/papers/pdf/10-012_Paper_Kwon_Milgrom.pdf
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    Cited by:

    1. Lena E. Hensvik, 2014. "Manager Impartiality: Worker-Firm Matching and the Gender Wage Gap," ILR Review, Cornell University, ILR School, vol. 67(2), pages 395-421, April.

    More about this item

    JEL classification:

    • J16 - Labor and Demographic Economics - - Demographic Economics - - - Economics of Gender; Non-labor Discrimination

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