Working papers results

We develop a statistical discrimination model where groups of workers (males-females) differ in the observability of their productivity signals by the evaluation committee. We assume that the informativeness of the productivity signals depends on the match between the potential worker and the interviewer: when both parties have similar backgrounds, the signal is likely to be more informative. Under this “homo-accuracy” bias, the group that is most represented in the evaluation committee generates more accurate signals, and, consequently, has a greater incentive to invest in human capital. This generates a discrimination trap. If, for some exogenous reason, one group is initially poorly evaluated (less represented into the evaluation committee), this translates into lower investment in human capital of individuals of such group, which leads to lower representation in the evaluation committee in the future, generating a persistent discrimination process. We explore this dynamic process and show that quotas may be effective to deal with this discrimination trap. In particular, we show that introducing a “temporary” quota allows to reach a steady state equilibrium with a higher welfare than the one obtained in the decentralized equilibrium in which talented workers of the discriminated group decide not to invest in human capital. Finally, if the discriminated group is underrepresented in the worker population (race), restoring efficiency requires to implement a “permanent” system of quotas.

Does removing the constraints of time and place of work increase the utility of workers and firms? We design a randomized experiment on a sample of workers in a large Italian company: workers are randomly divided into a treated group that engages in flexible space and time job (which we call “smart-working”) one day per week for 9 months and a control group that continues to work traditionally. By comparing the treated and control workers, we find causal evidence that the flexibility of smart-working increases the productivity of workers and improves their well-being and work-life balance. We also observe that the effects are stronger for women and that there are no significant spillover effects within workers of a team.