This paper uses unique firm-level panel data from Japan and provides new evidence on the possible impact on gender equality in the workplace of human resources management (HRM) practices. Specifically we consider a number of work-life balance (WLB) practices that are developed in part to enhance...

This paper provides novel evidence on the causal effect on female employment of labor market deregulation by using the 1985 amendments to the Labor Standards Law (LSL) in Japan as a natural experiment. The original LSL of 1947 prohibited women from working overtime exceeding two hours a day; six...

We review recent studies on management practices and their consequences for women in the work-place. First, the High Performance Work System (HPWS) is associated with greater gender diversity in the workplace while there is little evidence that the HPWS reduces the gender pay gap. Second,...

This paper uses unique firm-level panel data from Japan and provides new evidence on the possible impact on gender equality in the workplace of human resources management (HRM) practices. Specifically we consider a number of work-life balance (WLB) practices that are developed in part to enhance...

This paper provides novel evidence on the causal effect on female employment of labor market deregulation by using the 1985 amendments to the Labor Standards Law (LSL) in Japan as a natural experiment. The original LSL of 1947 prohibited women from working overtime exceeding two hours a day; six...

We review recent studies on management practices and their consequences for women in the workplace. First, the High Performance Work System (HPWS) is associated with greater gender diversity in the workplace while there is little evidence that the HPWS reduces the gender pay gap. Second,...

This paper presents a novel model of promotion within the firm which sheds new light on the interplay between working hours and the odds of subsequent promotion. The model's key feature is the coexistence of two different sources of asymmetric information: (i) the worker's cost of long working...