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HRM Practices and the Within‐Firm Gender Wage Gap
Author(s) -
Datta Gupta Nabanita,
Eriksson Tor
Publication year - 2012
Publication title -
british journal of industrial relations
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.665
H-Index - 70
eISSN - 1467-8543
pISSN - 0007-1080
DOI - 10.1111/j.1467-8543.2011.00863.x
Subject(s) - wage , business , labour economics , danish , quality circle , control (management) , quality (philosophy) , work (physics) , survey data collection , panel data , demographic economics , economics , marketing , management , engineering , mechanical engineering , linguistics , philosophy , statistics , mathematics , epistemology , econometrics , service (business)
The effect of HRM practices on the within‐firm gender gap in wages in manufacturing is investigated merging a 1999 survey on work practices among Danish firms to matched employer–employee panel data. Self‐managed teams, project organization and job rotation schemes are the most widely introduced practices. Accounting for non‐randomness in adoption, the pay gap is reduced among hourly paid workers but increases among salaried workers. Considering practices individually, wage gains from adoption accrue to males except for salaried workers in firms that adopt project organization and for hourly paid workers in firms that introduce quality control circles.