WORKING PAPERS AND WORK IN PROGRESS
1. “It’s a Match! Or is it? A lab experiment on Mentorship” PDF
JOB MARKET PAPER.
Mentorship programs are pervasive in workplaces and help in harnessing interpersonal networks. Firms experiment with different models of mentorship, change them when they are unsuccessful or abstain from formal programs altogether. The incentives of mentors to give costly advice and matching of mentors and mentees are understudied and could help firms formulate and implement such programs better. In this paper, I employ an incentivized laboratory experiment with a novel game designed to mimic workplace mentorship to isolate key features of mentorship programs. I investigate under what conditions mentors, who have an informational advantage over their mentees, offer costly advice and push mentees to enter a competitive but high paying environment knowing their aversion to it. I examine if information on the ability of mentees and information on common traits in matching between mentor-mentee pairs make mentors more likely to give advice. I also explore if there is gender bias in advice giving and if so, what drives it. My results show mentors are more likely to offer advice when matched with a mentee on a common trait. Evidence emerges of a tendency in mentors to offer advice suitable for themselves instead of tailoring it to the needs of their mentees.
2. "Gender differences in top leadership roles: Does worker backlash matter?"
with Danila Serra (Texas A&M). SMU working paper. Updated September 2019. PDF
Top leadership positions involve the necessity of making decisions, like promotions, demotions and dismissals, which please some employees and upset others. Backlash from unhappy employees may therefore arise. We examine whether the anticipation of such backlash induces women, more than men, to select out of top leadership roles and to perform differently when/if they become leaders. We conduct a novel laboratory experiment that simulates corporate decision-making. We find that women are significantly less likely to self-select into a managerial position when facing the possibility of receiving angry messages from employees. However, once in a leadership role, women perform no differently than men and are unaffected by the possibility of worker backlash. We also find that male and female managers have different leadership styles, i.e. they motivate their employees differently, and that female managers receive significantly more angry messages from employees.
3. “Degrees of Inequality: Why are there fewer women in undergraduate economics?”
with Manini Ojha (O.P Jindal University).
Evidence suggests that women do not major in quantitatively heavy fields to the same degree as their male counterparts. We design a randomized field experiment aimed at increasing the percentage of women majoring in economics. We test the impact of information on women’s decision to major in economics. We investigate what kind of information matters most and whether the mode of conveyance is important.
Watch a short video we produced and directed to attract more women into economics.
Check out the Undergraduate Women in Economics Challenge
4. “Children, gender norms and the labor market outcomes of women”
with Omer Ozak (SMU)
1. “The U.S. Veteran Labor Force: Employment Status and Opportunities, Niemi Center at SMU and The Military Initiative at the Bush Institute, Texas (2017)
2. “Evaluating the Liquidity Framework of UK’s Retail Banking Space and Quantifying Customer Stickiness”, HSBC Ltd. (2013).
3. “Competition Policy in Public Procurement” published in www.cci.gov.in, Government of India (2011).