Colleen Flaherty Manchester
Biographic Data
| ID | 1005682 |
|---|---|
| NAME | Colleen Flaherty Manchester |
| GIVEN NAMES | Colleen Flaherty |
| FAMILY NAME | Manchester |
| SIGNATURE | MANCHESTER C F |
| AFFILIATIONS | University of Minnesota |
| ORCID | 0000-0002-3443-9471 |
| VERIFIED | Yes |
| TOTAL WORKS | 7 |
| TOTAL CITATIONS | 8 |
| WORKS AS AUTHOR | 7 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2012 |
| LATEST PUBLICATION YEAR | 2024 |
| H-INDEX | 2 |
Group-Based Incentives and Individual Performance
Group-based incentives are attractive in contexts where production is interdependent. Prior work shows such incentives increase group performance despite freeriding concerns, yet little is known about the effort response of individuals. Using individual-level data, the authors assess the introduction of group-based performance pay using difference-in-difference estimation. Overall, performance increased by 19%. Nearly all workers contributed to t…
Amplifying the gender gap in academia
We examine the effects of the COVID‐19 pandemic on faculty using survey data. First, we uncover heterogeneity in the immediate effects on research productivity and burnout. Three groups emerged (Career Accelerated, Career Insulated, and Career Headwinds) with female faculty disproportionately represented in Career Headwinds, experiencing both high burnout and declines in research productivity. Second, we examine how greater caregiving demands at …
Personnel Practices and Regulation
We study how firms’ personnel practices react to labor market regulation. While a company is compelled to comply with a new law, what is the ripple effect of the change on existing personnel policies and practices? We provide evidence using passage of the Age Discrimination in Employment Act and nearly two decades of administrative data from a large US firm. In line with theory, we find a weakening of long-term implicit incentives and movement to…
Gender and the Work–Family Domain
This chapter advances a social role perspective on gender and the work–family domain—defined to include work and family time investments and attitudes and the work–family intersection (e.g., work–family conflict). A traditional view of social roles suggests that (1) gender has a main effect on the work–family domain, such that men (women) tend to have more work-oriented (family-oriented) and less family-oriented (work-oriented) experiences than w…
Is the Clock Still Ticking? An Evaluation of the Consequences of Stopping the Tenure Clock
Using a longitudinal administrative data set from a large research university, the authors empirically evaluate the consequences of using stop the clock (STC) policies for the career success of tenure track faculty. STC policies were introduced approximately 40 years ago, yet surprisingly little has been written about how they affect career outcomes. The prevalence of the ideal worker norm in academia raises the possibility of negative consequenc…
Flexible Work Practices
The present research builds theory regarding how use of flexible work practices (FWPs) affects employees' career success. We integrate theory on signaling and attributions and propose that managers interpret employees' use of FWPs as a signal of high or low organizational commitment, depending on whether managers make productivity or personal life attributions, respectively, for employees' FWP use. Managers' perceptions of employees' commitment, …
General Human Capital and Employee Mobility
Using administrative data from a large establishment that implemented a tuition reimbursement program, the author examines the relative importance of two channels by which these employer-sponsored general training programs increase employee retention. The first channel operates through the type of workers that sort into firms with tuition reimbursement programs versus firms without a program. The second channel is the direct effect on retention d…
Is the Clock Still Ticking? An Evaluation of the Consequences of Stopping the Tenure Clock
Using a longitudinal administrative data set from a large research university, the authors empirically evaluate the consequences of using stop the clock (STC) policies for the career success of tenure track faculty. STC policies were introduced approximately 40 years ago, yet surprisingly little has been written about how they affect career outcomes. The prevalence of the ideal worker norm in academia raises the possibility of negative consequenc…
General Human Capital and Employee Mobility
Using administrative data from a large establishment that implemented a tuition reimbursement program, the author examines the relative importance of two channels by which these employer-sponsored general training programs increase employee retention. The first channel operates through the type of workers that sort into firms with tuition reimbursement programs versus firms without a program. The second channel is the direct effect on retention d…
Flexible Work Practices
The present research builds theory regarding how use of flexible work practices (FWPs) affects employees' career success. We integrate theory on signaling and attributions and propose that managers interpret employees' use of FWPs as a signal of high or low organizational commitment, depending on whether managers make productivity or personal life attributions, respectively, for employees' FWP use. Managers' perceptions of employees' commitment, …
General Human Capital and Employee Mobility
Using administrative data from a large establishment that implemented a tuition reimbursement program, the author examines the relative importance of two channels by which these employer-sponsored general training programs increase employee retention. The first channel operates through the type of workers that sort into firms with tuition reimbursement programs versus firms without a program. The second channel is the direct effect on retention d…
Is the Clock Still Ticking? An Evaluation of the Consequences of Stopping the Tenure Clock
Using a longitudinal administrative data set from a large research university, the authors empirically evaluate the consequences of using stop the clock (STC) policies for the career success of tenure track faculty. STC policies were introduced approximately 40 years ago, yet surprisingly little has been written about how they affect career outcomes. The prevalence of the ideal worker norm in academia raises the possibility of negative consequenc…
Gender and the Work–Family Domain
This chapter advances a social role perspective on gender and the work–family domain—defined to include work and family time investments and attitudes and the work–family intersection (e.g., work–family conflict). A traditional view of social roles suggests that (1) gender has a main effect on the work–family domain, such that men (women) tend to have more work-oriented (family-oriented) and less family-oriented (work-oriented) experiences than w…
Personnel Practices and Regulation
We study how firms’ personnel practices react to labor market regulation. While a company is compelled to comply with a new law, what is the ripple effect of the change on existing personnel policies and practices? We provide evidence using passage of the Age Discrimination in Employment Act and nearly two decades of administrative data from a large US firm. In line with theory, we find a weakening of long-term implicit incentives and movement to…
Amplifying the gender gap in academia
We examine the effects of the COVID‐19 pandemic on faculty using survey data. First, we uncover heterogeneity in the immediate effects on research productivity and burnout. Three groups emerged (Career Accelerated, Career Insulated, and Career Headwinds) with female faculty disproportionately represented in Career Headwinds, experiencing both high burnout and declines in research productivity. Second, we examine how greater caregiving demands at …
Group-Based Incentives and Individual Performance
Group-based incentives are attractive in contexts where production is interdependent. Prior work shows such incentives increase group performance despite freeriding concerns, yet little is known about the effort response of individuals. Using individual-level data, the authors assess the introduction of group-based performance pay using difference-in-difference estimation. Overall, performance increased by 19%. Nearly all workers contributed to t…
Economics (6 works) · Political science (5 works) · Psychology (5 works) · Business (4 works) · Work (physics) (4 works) · Work-Family Balance Challenges (4 works) · Computer Science (3 works) · Engineering (3 works) · Marketing (3 works) · Demographic economics (2 works)