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dc.contributor.authorColvin, Alexander
dc.contributor.authorBatt, Rosemary
dc.contributor.authorKatz, Harry C.
dc.date.accessioned2020-11-25T14:56:39Z
dc.date.available2020-11-25T14:56:39Z
dc.date.issued2000-11-01
dc.identifier.other116182
dc.identifier.urihttps://hdl.handle.net/1813/77424
dc.description.abstractUsing data from a nationally representative sample of telecommunications establishments, this study finds that HR practices and workforce unionization influence managerial pay levels and the ratio of manager-to-worker pay. High performance HR practices, including investment in the skills of the workforce, in computer-based technologies, and in performance-based worker pay practices, are all positively related to managerial pay; but the use of workforce teams, which shift some managerial responsibilities to workers, has the opposite association. High performance HR practices also are associated with lower manager to- worker pay differentials. In addition, workforce unionization is positively associated with managerial pay levels, with worker base pay mediating the relationship between managers' pay and unionization.
dc.language.isoen_US
dc.subjectjob
dc.subjectresearch
dc.subjectpractice
dc.subjectfirm
dc.subjectperformance
dc.subjectHR
dc.subjectbusiness
dc.subjectworkforce
dc.subjectskill
dc.subjectworker
dc.subjectpay
dc.subjectmanager
dc.titleHow High Performance Human Resource Practices and Workforce Unionization Affect Managerial Pay
dc.typepreprint
dc.description.legacydownloadsHow_Human_Resource_PracticesWP00_12.pdf: 2159 downloads, before Oct. 1, 2020.
local.authorAffiliationColvin, Alexander: Pennsylvania State University
local.authorAffiliationBatt, Rosemary: rb41@cornell.edu Cornell University
local.authorAffiliationKatz, Harry C.: hck2@cornell.edu Cornell University


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