Mentoring and diversity

被引:114
作者
Athey, S
Avery, C
Zemsky, P
机构
[1] MIT, Dept Econ, Cambridge, MA 02142 USA
[2] Harvard Univ, Kennedy Sch Govt, Cambridge, MA 02138 USA
[3] INSEAD, F-77305 Fontainebleau, France
关键词
D O I
10.1257/aer.90.4.765
中图分类号
F [经济];
学科分类号
02 ;
摘要
We study how diversity evolves at a firm with entry-level and upper-level employees who vary in ability and "type" (gender or ethnicity). The ability of entry-level employees is increased by mentoring. An employee receives more mentoring when more upper-level employees have the same type. Optimal promotions are biased by type, and this bias may favor either the minority or the majority. We characterize possible steady states, including a "glass ceiling, " where the upper level remains less diverse than the entry level. A firm may have multiple steady states, whereby temporary affirmative-action policies have a long-run impact. (JEL J71, J41, D20).
引用
收藏
页码:765 / 786
页数:22
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