A large gap exists between the aspirations of Indian women and their actual rates of labor market participation. This paper studies how intra-household bargaining dynamics and expectations contribute to this gap and the resulting low female labor force participation (FLFP). I collect individual-level matched data from 2,200 spouses in Uttar Pradesh, measuring expected changes in household outcomes conditional on female labor market outcomes, together with individual preferences over these outcomes. A novel empirical fact emerges: husbands in single-income couples expect large utility costs from FLFP, driven by a substantial increase in women control over household resources and overall bargaining power. These expectations, however, are misaligned from those held by their wives and fellow men whose wife works for pay, which in turn match realized outcomes in their communities. I rationalize these findings through a collective household model with endogenous bargaining and no commitment. The model implies an inefficiently low level of FLFP, driven by the primary decision maker’s incentive to maintain their bargaining power. I validate these findings through a field experiment, finding 40% lower take-up of a real-world job offer when women have to negotiate participation with husbands holding more pessimistic beliefs.
with Oriana Bandiera, Niklas Buehren, Markus Goldstein, and Imran Rasul [draft] - Journal of the European Economic Association, forthcoming.
with Oriana Bandiera, Ahmed Elsayed and Anton Heil, Journal of the European Economic Association, 2022 [journal][wp]
with Oriana Bandiera, Ahmed Elsayed and Céline Zipfel, Journal of Economic Perspectives, 2022 [journal][pdf]
with Alison Andrew [draft] - R&R Economic Development and Cultural Change
with Niklas Buehren, Markus Goldstein, and Imran Rasul [draft] - under revision
Which Managers Matter? Hiring Constraints and Public Sector Performance
with Enrico Miglino [VisitINPS Fellowship]
Leveraging personnel and intervention data from the Italian Fire and Rescue Service, we study how allocative frictions affect public sector performance. First, we document persistent delays in managerial turnover: retiring managers take months to be replaced. Second, exploiting delayed turnover and managerial rotations, we show that shortages of middle managers significantly slow interventions, while the absence of top managers has no short or long-run effects. Finally, we show that dispersion in marginal performance to pay is an observable sufficient statistic to evaluate labor misallocation in public organizations and estimate that intervention times are 9.3 percent longer than under the efficient allocation.
Informal Taxation, Reputation and Redistribution: a study of community driven provision of public goods in Myanmar