Mentoring and Diversity
AbstractWe 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.
CitationAthey, Susan, Christopher Avery, and Peter Zemsky. 2000. "Mentoring and Diversity." American Economic Review, 90 (4): 765-786. DOI: 10.1257/aer.90.4.765
- J71 Labor Discrimination
- J15 Economics of Minorities and Races; Non-labor Discrimination
- J16 Economics of Gender; Non-labor Discrimination
- J41 Labor Contracts