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Athey, Susan,
Christopher Avery, and
Peter Zemsky. 2000. "Mentoring and Diversity."
,
90(4): 765-786.
Show Article Details
DOI: 10.1257/aer.90.4.765
Abstract: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 employ 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.
Authors:
Athey, Susan (MIT)
Avery, Christopher (Harvard U)
Zemsky, Peter (INSEAD, France)
JEL Classifications:
J71: Labor Discrimination
J15: Economics of Minorities and Races; Non-labor Discrimination
J16: Economics of Gender; Non-labor Discrimination
J41: Labor Contracts
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