How High Performance Human Resource Practices and Workforce Unionization Affect Managerial Pay

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Using 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.
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2001-07-01
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human resources; telecommunications; unionization; compensation; managerial pay
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Required Publisher Statement: Reprinted with permission of Wiley-Blackwell Publishing. Final version published as Colvin, A. J. S., Batt, R., & Katz, H. C. (2001). How high performance human resource practices and workforce unionization affect managerial pay. Personnel Psychology, 54(4), 903-934.
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