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Field
Abstract
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Before
The Bangladeshi garment industry was instrumental in expanding women’s employment opportunities in the urban job market. However, the positions available to women at factories remain mostly limited to those at the machine-operator level. Building on findings from Macchiavello et al (2015) we implement a shorter and less costly training program for female operators that focuses on soft skills. Randomizing individual workers into three groups, we seek to determine whether soft skills training or hard skills training is a more effective and efficient means to promoting female advancement. We also investigate the effects of and interactions with a cross-cut training for higher-level factory management, which provides managers with tools for standardized worker evaluations and demonstrates the effectiveness of female supervision.
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After
The Bangladeshi garment industry was instrumental in expanding women’s employment opportunities in the urban job market. However, the positions available to women at factories remain mostly limited to those at the machine-operator level. Building on findings from Macchiavello et al (2015) we implement a shorter and less costly training program for female operators that focuses on soft skills. Randomizing individual workers into three groups, we seek to determine whether soft skills training or hard skills training is a more effective and efficient means to promoting female advancement. We also investigate the effects of and interactions with a cross-cut training for higher-level factory management, which provides managers with tools for standardized worker evaluations and demonstrates the effectiveness of female supervision. In February 2017, Hannah Uckat added an additional component to the trial, which investigates the role of and the effects on women's bargaining power in the household.
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Last Published
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Before
December 14, 2016 03:15 PM
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After
August 10, 2017 11:33 AM
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Primary Outcomes (End Points)
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Before
From daily production data: Line efficiency, alteration rates, rejection rates
From self-reported survey measures: Promotions, assessment of trainees by subordinates and superiors, technical skills, confidence and leadership (locus of control, self-efficacy, multi-factor leadership, emotional competence), household decision-making
From administrative data: Promotions, absenteeism, job migration
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After
From daily production data: Line efficiency, alteration rates, rejection rates
From self-reported survey measures in the factory: Promotions, assessment of trainees by subordinates and superiors, technical skills, confidence and leadership (locus of control, self-efficacy, multi-factor leadership, emotional competence)
From administrative data: Promotions, absenteeism, job migration
For the additional component on women's bargaining power: household decision-making, household expenditures, aspirations, household communications and bargaining, social norms, control over assets, time use, domestic violence, willingness to pay to hide money.
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Randomization Method
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Before
Operator training programme: Public lottery in the presence of trainees in each participating factory.
Management training programme: Private, stratified randomization with a pre-specified re-randomisation procedure, implemented on a computer.
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After
Operator training programme: Public lottery in the presence of trainees in each participating factory.
Management training programme: Private, stratified randomization with a pre-specified re-randomisation procedure, implemented on a computer.
For the household component, the analysis will take advantage of the individual-level randomisation for the operator training programme, and a discontinuity in the probability of an operator receiving a promotion created by the nomination procedure.
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Planned Number of Clusters
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Before
Operator training programme: average of 9 individuals in each of 28 factories
Management training programme: 28 factories
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After
Operator training programme: average of 9 individuals in each of 28 factories
Management training programme: 28 factories
Household component: 9 trainees in 28 factories, in addition to 6 non-trained nominees in 28 factories. In most households, 2 individuals will be interviewed.
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Planned Number of Observations
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Before
Operator training programme: 252 individuals
Management training programme: 28 factories
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After
Operator training programme: 252 individuals
Management training programme: 28 factories
Household component: 840 individuals (trainees, nominees and household members)
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