Mentoring and Diversity

Susan Carleton Athey · Christopher Norio Avery · Peter B. Zemsky

250 citations0/0 files storedAmerican Economic Review

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Gender Diversity and Inequality Career Development and Diversity Names, Identity, and Discrimination Research

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 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)

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References

1978Men and Women of the Corporation.1989Recursive Methods in Economic Dynamics 1993Contract enforceability and economic institutions in early trade: The Maghribi Traders' Coalition 1992Homophily and Differential Returns: Sex Differences in Network Structure and Access in an Advertising Firm 2012Gaining and sustaining a competitive advantage 2015THE THEORY OF DISCRIMINATION 1994Monotone Comparative Statics 1990Women and minorities in management.

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2003Civic Engagement and Community Heterogeneity: An Economist's Perspective n.d.Assessing Affirmative Action 2021Flexible Wages, Bargaining, and the Gender Gap 2003The Emergence of Corporate Governance from Wall St. to Main St.: Outside Directors, Board Diversity, Earnings Management, and Managerial Incentives to Bear Risk 2011Faculty-graduate student mentoring relationships: mentors’ perceived roles and responsibilities 2009Manager Race and the Race of New Hires

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