The Gender Pay and Employment Gaps for Top Managers in U.S. Nonprofits

This paper examines the gender wage gap among managers of nonprofit organizations using newly collected detailed data on compensation of managers and accounting characteristics of nonprofits in the U.S. There are several main findings. First, women lead roughly nineteen percent of all nonprofit organizations in the sample. Second, on average, women who lead nonprofits earn roughly twenty percent less than men who lead nonprofits. Third, the fraction of nonprofits lead by women varies dramatically based on characteristics of the organization such as size (measured, for example, by income, revenue, or assets) or the “industry” of the organization. I find a generally negative relationship between the size of the nonprofit and the likelihood that a woman runs it. Finally, once even simple characteristics of the nonprofits are controlled for, the male -female salary gap in this sample of nonprofits is not significantly different from zero

Managerial Pay and Governance in American Nonprofits

This article examines the compensation of top managers of nonprofits in the United States using panel data from tax returns of the organizations from 1992 to 1996. Studying managers in nonprofits is particularly interesting given the difficulty in measuring performance. The article examines many areas commonly studied in the executive pay (within for-profit firms) literature. It explores pay differences between for-profit and nonprofit firms, pay variability within and across nonprofit industries, managerial pay and performance (including organization size and fund raising) in nonprofits, the effect of government grants on managerial pay, and the relationship between boards of directors and managerial pay in nonprofits

Reciprocally Interlocking Boards of Directors and Executive Compensation

Is executive compensation influenced by the composition of the board of directors? About 8% of chief executive officers (CEOs) are reciprocally interlocked with another CEO—the current CEO of firm A serves as a director of firm B and the current CEO of firm B serves as a director of firm A. Roughly 20% of firms have at least one current or retired employee sitting on the board of another firm and vice versa. I investigate how these and other features of board composition affect CEO pay by using a sample of 9,804 director positions in America\u27s largest companies. CEOs who lead interlocked firms earn significantly higher compensation. Also, interlocked CEOs tend to head larger firms. After controlling for firm and CEO characteristics, the pay gap is reduced dramatically. However, when firms that are interlocked due to documented business relationships are considered not interlocked, the measured return to interlock is as high as 17%. There also is evidence that the return to interlock was higher in the 1970s than in the early 1990s

[Review of \u3ci\u3ePay without Performance: The Unfulfilled Promise of Executive Compensation\u3c/i\u3e]

[Excerpt] Every once in a while someone comes out with an important book concerning corporate governance or executive compensation. Like Aldolf A. Berle and Gardiner C. Means\u27s The Modern Corporation and Private Property (New York: Harcourt, Brace, and World, 1932) and Graef S. Crystal\u27s In Search of Excess: The Overcompensation of American Executives (New York: W.W. Norton, 1991), Bebchuk and Fried\u27s new book is thought-provoking and interesting. It is a very important book and should be read not just by those interested in executive pay or corporate governance but by anyone interested in how corporations work

Improvement in recording and reading holograms

Three-beam technique superimposes a number of patterns in the same plane of a hologram and then uniquely identifies each pattern by a suitable readout process. The developed readout process does not require any movement of parts

Multiple hologram recording and readout system Patent

Multiple pattern holographic information storage and readout syste

High Stakes: Oregon Labor Sets Union Agenda for High Skill, High Wage Strategy

[Excerpt] The labor movement of Oregon is responding to the current economic crisis by adopting an agenda to help workers gain control over work and technology. The union agenda emphasizes worker-centered education and urges unions to become advocates for workers to develop their skills

The Gender Gap in Top Corporate Jobs

Using the ExecuComp data set, which contains information on the five highest-paid executives in each of a large number of U.S. firms for the years 1992–97, the authors examine the gender compensation gap among high-level executives. Women, who represented about 2.5% of the sample, earned about 45% less than men. As much as 75% of this gap can be explained by the fact that women managed smaller companies and were less likely to be CEO, Chair, or company President. The unexplained gap falls to less than 5% with an allowance for the younger average age and lower average seniority of the female executives. These results do not rule out the possibility of discrimination via gender segregation or unequal promotion. Between 1992 and 1997, however, women nearly tripled their participation in the top executive ranks and also strongly improved their relative compensation, mostly by gaining representation in larger corporations

Executive Compensation in American Unions

[Exerpt] Studying compensation in the nonprofit sector is difficult. In nonprofit organizations, it is not always clear what the objectives of the organization are and, therefore, perhaps even more difficult to consider how to compensate managers than in the for-profit sector. This paper investigates the determinants of executive compensation of leaders of American labor unions. We use panel data on more than 75,000 organization-years of unions from 2000 to 2007 which allows us to examine within union differences over time. We specifically concentrate on two issues of importance to unions – the level of membership and the wages of union members. Both measures are strongly related to the compensation of the leaders of American labor unions, even after controlling for organization size and individual organization fixed-effects. That is, within the same union, higher levels of membership size and average member wage over time are associated with higher levels of pay for union leaders. Additionally, the elasticity of pay with respect to membership for unions is very similar to the elasticity of pay with respect to employees in for-profit firms over the same period

Dissipative superfluid mass flux through solid 4He

The thermo-mechanical effect in superfluid helium is used to create an initial chemical potential difference, $\Delta \mu_0$, across a solid $^4$He sample. This $\Delta \mu_0$ causes a flow of helium atoms from one reservoir filled with superfluid helium, through a sample cell filled with solid helium, to another superfluid-filled reservoir until chemical potential equilibrium is restored. The solid helium sample is separated from each of the reservoirs by Vycor rods that allow only the superfluid component to flow. With an improved technique, measurements of the flow, $F$, at several fixed solid helium temperatures, $T$, have been made as function of $\Delta \mu$ in the pressure range 25.5 - 26.1 bar. And, measurements of $F$ have been made as a function of temperature in the range $180 < T < 545$~mK for several fixed values of $\Delta \mu$. The temperature dependence of the flow above $100$~mK shows a reduction of the flux with an increase in temperature that is well described by $F = F_0^*[1 - a\exp(-E/T)]$. The non-linear functional dependence $F \sim (\Delta \mu)^b$, with $b < 0.5$ independent of temperature but dependent on pressure, documents in some detail the dissipative nature of the flow and suggests that this system demonstrates Luttinger liquid-like one-dimensional behavior. The mechanism that causes this flow behavior is not certain, but is consistent with superflow on the cores of edge dislocations.Comment: 11 pages, 14 figure