How do boys compare with girls in education, diagnoses, and deaths?
Core argument: For every 100 girls who completed high school, only 94 boys did, an educational gap the compilation describes as persistent.
In 2020, significant gender disparities were observed in educational attainment, social dysfunction, and causes of death. For every 100 girls who completed high school, only 94 boys did, highlighting a persistent educational gap. Social dysfunction indicators showed that for every 100 girls with ADHD diagnoses, there were 237 boys, and for every 100 girls with autism diagnoses, there were 400 boys. In terms of mortality, for every 100 girls who died from drug overdoses, 212 boys did, and for every 100 girls who committed suicide, 400 boys did. These statistics underscore the need for targeted policy interventions to address these gender-specific challenges, which have significant implications for labor markets and economic productivity. Addressing these disparities could lead to more balanced workforce participation and improved social outcomes.






Ed Comment:It would be the case that if the labor market is fairly efficient (of course they aren’t perfectly efficient), then, increases in pay should correspond to offsetting increasing in efficiency. This should be, after all, what establishes the wage structure. it’s hard to believe there would be lasting systematic differences.
They control for composition, so it’s not just the firm being able to attract higher quality workers, “….When setting pay, firms trade off the potential benefits of higher compensation—including increased productivity, decreased turnover, and enhanced recruitment—against their direct costs. We estimate productivity and labor supply elasticities with respect to wages among warehouse and call-center workers in a Fortune 500 retailer. To identify these elasticities, we use rigidities in the firm’s compensation policies that create plausibly exogenous variation relative to local outside options, as well as discrete jumps when the firm adjusts pay. We document labor market frictions that give firms wage-setting power: we estimate moderately large, but finite, turnover elasticities (−3.0 to −4.5) and recruitment elasticities (3.2 to 4.2). The firm gains $1.10 from increased productivity for a $1 increase in wages. By comparing warehouse workers’ responses to higher wages both across and within workers, we estimate that over half of the turnover reductions and productivity increases arise from behavioral responses as opposed to compositional difference…We estimate elasticities of turnover, productivity, and recruitment among warehouse workers and customer service employees at a major online retailer, using sharp, discrete changes in wages or outside options. Our approach permits us to calculate the return to the firm higher pay, inclusive of productivity effects. Moreover, by looking at comparing different workers’ responses to pay to the same workers’ responses, we can distinguish whether decreased turnover and increased productivity arise from behavioral responses of the workers or compositional changes in the workforce due to selection….”
Their takeaway, “….Our paper makes five contributions. First, we document the effect of higher pay on productivity for warehouse workers and customer service representatives, using objective productivity metrics of calls answered and boxes moved. We estimate that the increase in productivity caused by raising wages fully pays for itself. This builds on the important literature on efficiency wages.3Our findings echo the analysis of Ford Motor Company where high wages reduced turnover rates and elicited greater effort from workers Raff and Summers (1987) and Cappelli and Chauvin (1991), who find that higher relative pay in a multi-plant firm reduced disciplinary infractions.4 Moreover, we find that the gross productivity returns to higher pay are larger than one both when the firm voluntarily raises pay and when the firm keeps wages constant….”