The Difference Between Saying and Doing: Comparing Subjective and Objective Measures of Effort Among Fifth Graders

The first goal of this study is to examine the capacity of prominent survey-based effort proxies to predict real effort provision in children. Do children who "talk the talk" of hard work also "walk the walk" and make costly effort investments? The second goal is to assess how objective and subjective effort measures are related under two conditions: intrinsic (nonincentivized) motivation and extrinsic (incentivized) motivation. We measure objective "real" effort using three tasks and subjective self-reported effort using four psychological characteristics (conscientiousness, need for cognition, locus of control and delay of gratification) to understand to what extent material incentives affect the cognitive effort of children with different self-reported personalities. Data stem from real-effort experiments carried out with 420 fifth grade students from primary schools in Madrid, Spain. We find that some of the subjective and objective effort measures are positively correlated. Yet the power of personality to predict real effort is only moderate, but greater and more so in the extrinsic than the intrinsic motivation condition. In particular, need for cognition and conscientiousness are the most relevant correlates of objective effort. Overall, we find there is a big difference between saying and doing when it comes to exerting effort, and this difference is even larger when there are no direct material incentives in place to reward effort provision

Material incentives drive gender differences in cognitive effort among children

Academic performance relies on effort and varies by gender. However, it is not clear at what age nor under what circumstances gender differences in effort arise. Using behavioral real-effort measures from 806 fifth-grade students, we find no gender differences in cognitive effort in the absence of rewards. However, boys exert more effort than girls when materially incentivized. Adding a status incentive on top of material rewards does not further increase the gender gap. While boys achieve superior performance through more proactive control and faster reaction speed, we find no gender differences in overall accuracy. Girls' preferences for a more prudent approach pay off only when reactive control is elicited. These findings are robust to controlling for key personality traits and cognitive ability (fluid intelligence). The results have important implications for understanding gender divides in education and learning

Dynamizing human resources: An integrative review of SHRM and dynamic capabilities research

Human resource management (HRM) systems have been extensively analyzed in academic research yet limited attention has been paid to the role of HRM dynamic capabilities (DC) and their impact on resources and practices, employee well-being and firm performance. Our study bridges this gap by defining a new categorization of HRM DC based on their ultimate aims: building knowledge, advancing social integration and developing reconfiguration-enhancing mechanisms. In parallel, we offer an integrative framework to shed light on how strategic human resource management (SHRM) can accelerate HRM DC development. Through this conceptual process model and typology of capabilities, we deepen the discussion around the core components of HRM systems, HRM DC, and their effects on resources and practices, employee well-being and performance. In practical terms, HRM DC represent a promising driver of sustainable long-term organizational growth by enabling firms to boost their strategic agility and capacity to navigate in the presence of environmental dynamism

Dynamizing human resources: An integrative review of SHRM and dynamic capabilities research

Human resource management (HRM) systems have been extensively analyzed in academic research yet limited attention has been paid to the role of HRM dynamic capabilities (DC) and their impact on resources and practices, employee well-being and firm performance. Our study bridges this gap by defining a new categorization of HRM DC based on their ultimate aims: building knowledge, advancing social integration and developing reconfiguration-enhancing mechanisms. In parallel, we offer an integrative framework to shed light on how strategic human resource management (SHRM) can accelerate HRM DC development. Through this conceptual process model and typology of capabilities, we deepen the discussion around the core components of HRM systems, HRM DC, and their effects on resources and practices, employee well-being and performance. In practical terms, HRM DC represent a promising driver of sustainable long-term organizational growth by enabling firms to boost their strategic agility and capacity to navigate in the presence of environmental dynamism

Ups and downs in finance, ups without downs in inequality

The upswing in finance in recent decades has led to rising inequality, but do downswings in finance lead to a symmetric decline in inequality? We analyze the asymmetry of the effect of ups and downs in finance, and the effect of increased capital requirements and the bonus cap on national earnings inequality. We use administrative employer-employee-linked data from 1990 to 2019 for 12 countries and data from bank reports, from 2009 to 2017 in 13 European countries. We find a strong asymmetry in the effect of upswings and downswings in finance on earnings inequality, a weak, if any, mitigating effect of capital requirements on finance's contribution to inequality, and a restructuring but no absolute effect of the bonus cap on financiers' earnings. We suggest that while rising financiers' wages increase inequality in upswings, they are resilient in downswings and thus downswings do not contribute to a symmetric decline in inequality.</p

Size and evolution of the financial wage premium. Unpublished translation of “Ampleur et évolution dela prime salariale financière”, Regards croisés sur l'économie, 2020, 27(2): 97-109.

We measure the size and evolution of the wage premium for a job in finance. In thirteen developed countries, wages, especially high wages, increased at a sustained pace in this sector during the 1990s and 2000s, contributing strongly to the increase in the share of the national top 1% and hence to inequality. The explanation of this gap by differences in talent is not enough. In France, salaries remain 25 to 30% higher once the effect of the diploma is deducted. We offer an alternative explanation based on the ability of employees to move financial activity with them from one firm to another

Ups and downs in finance, ups without downs in inequality

The upswing in finance in recent decades has led to rising inequality, but do downswings in finance lead to a symmetric decline in inequality? We analyze the asymmetry of the effect of ups and downs in finance, and the effect of increased capital requirements and the bonus cap on national earnings inequality. We use administrative employer–employee-linked data from 1990 to 2019 for 12 countries and data from bank reports, from 2009 to 2017 in 13 European countries. We find a strong asymmetry in the effect of upswings and downswings in finance on earnings inequality, a weak, if any, mitigating effect of capital requirements on finance’s contribution to inequality, and a restructuring but no absolute effect of the bonus cap on financiers’ earnings. We suggest that while rising financiers’ wages increase inequality in upswings, they are resilient in downswings and thus downswings do not contribute to a symmetric decline in inequality

Within-Job Gender Pay Inequality in 15 Countries

Extant research on the gender pay gap suggests men and women who do the same work for the same employer receive similar pay, so that processes sorting people into jobs are thought to account for the vast majority of the pay gap. Data that can identify women and men who do the same work for the same employer are rare, and research informing this crucial aspect of gender differences in pay is several decades old and from a limited number of countries. Using recent linked employer-employee data from 15 countries, this study shows that the processes sorting people into different jobs account for substantially less of the gender pay differences than was previously believed and that within-job pay differences remain consequential

Within-Job Gender Pay Inequality in 15 Countries

Extant research on the gender pay gap suggests men and women who do the same work for the same employer receive similar pay, so that processes sorting people into jobs are thought to account for the vast majority of the pay gap. Data that can identify women and men who do the same work for the same employer are rare, and research informing this crucial aspect of gender differences in pay is several decades old and from a limited number of countries. Using recent linked employer-employee data from 15 countries, this study shows that the processes sorting people into different jobs account for substantially less of the gender pay differences than was previously believed and that within-job pay differences remain consequential