Assessing gender and top-management-team pay in the S&amp;P Mid-Cap and Small-Cap companies using data envelopment analysis

Bowlin, William F.; Renner, Celia J.

doi:10.1016/j.ejor.2007.04.022

Cited by 17 publications

(22 citation statements)

References 14 publications

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“…Most studies that focus on wage disparity between male and female report that men earn significantly more than women, although some researchers argue that men and women receive similar compensation at management levels (Bowlin and Renne, 2008).…”

mentioning

confidence: 99%

The gender gap in pay in company boards

Pucheta‐Martínez

Bel‐Oms

2014

Industrial and Corporate Change

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The aim of this study is to analyze whether a gender wage gap exists in the boards of directors (BD) of companies listed on the Madrid Stock Exchange from 2004 to 2011. 5We hypothesize that the percentage of female directors on a BD, the presence of female directors on the Nomination and Compensation Committee, the presence of wellqualified independent women directors on BD, the sector, and the geographical region, have an effect on the gender wage gap. The results show that the percentage of female directors on a BD and the geographical region have no effect on the gender 10 wage gap. On the other hand, the finding reports that women's presence on the Nomination and Compensation Committee increases the gender gap in pay, and it is reduced when there are independent female directors who have gained a degree on the BD, and when the company operates in the finance and real estate services sector. In addition, the results also demonstrate that the seniority of the female directors de-15 creases the gender gap in pay, while there is a rise when the companies are bigger and the size of the BD and the return on assets increase. These conclusions should encourage regulatory bodies to adopt forceful rules to mitigate the gender gap in pay.JEL classification: M12, M0.

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confidence: 99%

The gender gap in pay in company boards

Pucheta‐Martínez

Bel‐Oms

2014

Industrial and Corporate Change

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“…Moreover, Bowlin and Renner (2008) argue that inequity is negligible at top management levels, though Adams, Gupta and Leeth (2009) and Ryan and Haslam (2009) emphasize that women experience considerable difficulty breaking into top positions. Still, the gender pay gap seems to persist in spite of anti-discrimination legislation and the closing of the educational gap between men and women.…”

Section: Introductionmentioning

confidence: 99%

“…Most papers that investigate the issue of wage disparity between genders have found that there is a gender pay gap, mainly driven by job segregation (i.e., women and men being attracted towards different kinds of occupations) and also by an uneven load of family and home responsibilities assumed by women (Babcock & Laschever, 2003;Blau & Kahn, 2007;Boushey, 2008;Bowlin & Renner, 2008;Cornelius & Skinner, 2008).…”

Section: Introductionmentioning

confidence: 99%

The fable paradigm of the gender pay gap: Evidence from Portuguese private firms

2010

CBR

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This study investigates gender income disparity in Portuguese firms using separate Tobit models for men and women. While job segregation seems to be one of the major sources of gender disparity, women do not appear to be systematically underpaid in predominantly female occupations, regardless of the industry. The authors found that gender pay gap is larger in domestic firms, and it increases with employees' accumulated tenure and decreases with advanced education for women and on labor market entry. Despite showing some encouraging cracks, the glass ceiling still continues to prevent women from reaching top management positions. Finally, despite it appears wage disparity does exist, and it will probably continue to exist, the results point towards a window of opportunity for women.

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“…This characteristic is especially useful in this study which allows for a combination of accounting line-items and ratios as input components and output components. Furthermore, there are no multi-co linearity problems with the DEA as there are with regression analysis, so variables that measure similar performance elements, for example gross profit and net profit, can be used simultaneously in the model (Bowlin & Renner, 2008). Another common practice in DEA is to allow the optimization programme to determine the weights for each variable included in the model; however, it is possible to restrict the weight of variables if management is concerned that a variable might be under-or over-represented (Avkiran, 1999).…”

Section: Introductionmentioning

confidence: 99%

“…If the analyst knows which efficient units are most comparable to the inefficient unit, they will develop a better understanding of the nature of the inefficiencies and can re-allocate scarce resources in order to improve productivity (Avkiran, 1999). It creates a frontier of the best performing units within the dataset (Bowlin & Renner, 2008), which consist of units that possess some common functional traits, but whose efficiency may vary due to internal differences (El-Mahgary & Lahdelma, 1995). Its main usefulness lies in its ability to identify units to benchmark against and to generate potential improvements for inefficient units (Avkiran, 1999).…”

Section: Introductionmentioning

confidence: 99%