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dc.contributor.authorWoodhams, Carol
dc.contributor.authorLutpon, Ben
dc.contributor.authorCowling, Marc
dc.date.accessioned2020-11-13T16:38:23Z
dc.date.available2020-11-13T16:38:23Z
dc.date.issued2013-06-26
dc.identifier.citationWoodhams, C., Lupton, B. and Cowling, M., (2015). 'The snowballing penalty effect: multiple disadvantage and pay'. British Journal of Management, 26(1), pp. 63-77.en_US
dc.identifier.doi10.1111/1467-8551.12032
dc.identifier.urihttp://hdl.handle.net/10545/625382
dc.description.abstractThis paper makes the case that the current single-axis approach to the diagnosis and remedy of pay discrimination is inadequate in the case of multiple disadvantage. While a good deal is known about pay gaps, particularly those affecting women, less is known about those affecting people in other disadvantaged groups and those in more than one such group. This analysis of multiple years of pay data, n = 513,000, from a large UK-based company shows that people with more than one disadvantaged identity suffer a significantly greater pay penalty than those with a single disadvantage. The data also suggest that penalties associated with multiple disadvantage exponentially increase. In other words, disadvantages seem to interact to the detriment of people at ‘intersections’. The paper considers the implications for policies aimed at reducing pay inequalities. These currently take a single-axis approach and may be misdirected.en_US
dc.description.sponsorshipN/Aen_US
dc.language.isoenen_US
dc.publisherWileyen_US
dc.relation.urlhttps://research.brighton.ac.uk/en/publications/the-snowballing-penalty-effect-multiple-disadvantage-and-pay-2en_US
dc.relation.urlhttps://onlinelibrary.wiley.com/doi/full/10.1111/1467-8551.12032en_US
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 International*
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/*
dc.subjectPay gapsen_US
dc.subjectMultiple Disadvantagesen_US
dc.subjectGlass Ceilingsen_US
dc.titleThe snowballing penalty effect: Multiple disadvantage and payen_US
dc.typeArticleen_US
dc.identifier.eissn1467-8551
dc.contributor.departmentUniversity of Exeteren_US
dc.contributor.departmentManchester Metropolitan Universityen_US
dc.identifier.journalBritish Journal of Managementen_US
dcterms.dateAccepted2013
dc.author.detail786785en_US


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Attribution-NonCommercial-NoDerivatives 4.0 International
Except where otherwise noted, this item's license is described as Attribution-NonCommercial-NoDerivatives 4.0 International