Gender Bias in Job Referrals: An Experimental Test

Employee referral programs, while efficient for the employer, have been shown to amplify sex-based occupational segregation in the labour markets. We present evidence from a laboratory experiment designed to shed light on same-gender bias in job referrals within gender-balanced networks. Our data suggest that women tend to favor women in their referral choice, whereas men do not attach much importance to the gender of potential candidates. Our experimental design allows us to disentangle between statistical discrimination, preferences, and pure same-gender bias. Our findings add to the existing literature by highlighting that gendered networks alone do not explain the observed gender homophily in referred-referrer pairs

Gender Bias in Job Referrals: An Experimental Test

Employee referral programs, while efficient for the employer, have been shown to amplify sex-based occupational segregation in the labour markets. We present evidence from a laboratory experiment designed to shed light on same-gender bias in job referrals within gender-balanced networks. Our data suggest that women tend to favor women in their referral choice, whereas men do not attach much importance to the gender of potential candidates. Our experimental design allows us to disentangle between statistical discrimination, preferences, and pure same-gender bias. Our findings add to the existing literature by highlighting that gendered networks alone do not explain the observed gender homophily in referred-referrer pairs

Bargaining and the role of negotiators' competitiveness

This paper experimentally tests the relation between subjects' competitiveness and bargaining behavior. Bargaining is investigated in a demand-ultimatum game, where the responder can request a share of the pie from the proposer. The results show that highly competitive proposers earn less, since they make lower offers, which are more often rejected. Similarly, highly competitive responders achieve lower payoffs, since they request excessive amounts which induces lower proposals. These findings establish a link between competitiveness and bargaining as suggested by social and evolutionary psychology. Thus, we identify one driver of the empirical heterogeneity of bargaining behavior and outcomes. From a management perspective our findings highlight that giving thought to employees' competitiveness before delegating them to participate in negotiations may pay off