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Full-Text Articles in Business
Executive Compensation In Municipalities, Gerald S. Goldstein, Ronald G. Ehrenberg
Executive Compensation In Municipalities, Gerald S. Goldstein, Ronald G. Ehrenberg
Ronald G. Ehrenberg
[Excerpt] In this paper we are concerned with the salaries of three important municipal officials; city-managers, police chiefs, and fire chiefs. We present a model that relates the salaries of these officials to a set of explanatory variables, the most important being measures associated with job performance. Two of these measures of performance are developed in the study. Further, the influence of the city-manager form of government on the incentive structure facing police chiefs and fire chiefs, and the interdependence betwen the salaries of police chiefs and fire chiefs is investigated. The model is tested using cross-section data for 1967.
Officer Performance And Compensation In Local Building Trades Unions, Ronald G. Ehrenberg
Officer Performance And Compensation In Local Building Trades Unions, Ronald G. Ehrenberg
Ronald G. Ehrenberg
[Excerpt] This paper presents estimates of the relationship between the performance and compensation of local building trades union leaders. A growing literature has revived the common-sense notion that organizations should structure the compensation of both their employees and their executives so as to encourage them to take actions consistent with the goals of the organizations. One way to minimize the probability that executives will take actions contrary to the organization's goals is to tie their compensation to measures of their organization's performance.
An Employment Systems Approach To Turnover: Hr Practices, Quits, Dismissals, And Performance, Rosemary Batt, Alexander Colvin
An Employment Systems Approach To Turnover: Hr Practices, Quits, Dismissals, And Performance, Rosemary Batt, Alexander Colvin
Alexander Colvin
This study examines the relationship between alternative approaches to employment systems and quits, dismissals and customer service, based on cross-sectional and longitudinal data from nationally representative surveys of call center establishments. Contrary to prior literature, the antecedents and consequences of quits and dismissals are quite similar. Comparing three dimensions of employment systems, we find that high involvement work organization and long-term investments and inducements are associated with significantly lower quit and dismissal rates, while short term performance-enhancing expectations are related to significantly higher quit and dismissal rates. Establishments with higher quit and dismissal rates have significantly lower customer service, as …
Recruitment And Selection, Christopher J. Collins, Rebecca R. Kehoe
Recruitment And Selection, Christopher J. Collins, Rebecca R. Kehoe
Christopher J Collins
[Excerpt] In this chapter, we look to address the second issue by developing a theoretical model of the link between different staffing systems and firm-level performance. We first look to existing theory on organizational design and structure to better understand the role of recruitment and selection. Specifically, we argue that organizations are structured into unique subunits of employees based on the equivocality of available information in their jobs and the resulting need for organizational rationality or openness. Drawing on existing empirical work on strategic human resource management, we argue that unique systems of recruitment and selection practices are necessary to …
Entrepreneurial Human Resource Strategy, Christopher J. Collins, Matthew Allen, Scott Snell
Entrepreneurial Human Resource Strategy, Christopher J. Collins, Matthew Allen, Scott Snell
Christopher J Collins
[Excerpt] Entrepreneurship is the process by which "opportunities to create future goods and services are discovered, evaluated, and exploited" (Shane and Venkataraman, 2000: 218). In other words, it is the process by which organizations and individuals convert new knowledge into new opportunities in the form of new products and services. Strategic human resource management (SHRM) has been defined as the system of organizational practices and policies used to manage employees in a manner that leads to higher organizational performance (Wright and McMahan, 1992). Further, one perspective suggests that sets of HR practices do not themselves create competitive advantage; instead, they …
Employee Outcomes: Human Resource Management Practices And Firm Performance In Small Businesses, Christopher J. Collins, Jeff Ericksen, Mathew Allen
Employee Outcomes: Human Resource Management Practices And Firm Performance In Small Businesses, Christopher J. Collins, Jeff Ericksen, Mathew Allen
Christopher J Collins
[Abstract] Improving company performance is something of interest to all small business leaders. Small business leaders have many tools at their disposal — from finance to marketing to customer service — that could potentially improve the performance of their company. Among these tools is the way that small business leaders manage their people. As has been mentioned in previous reports, research has shown that people management does indeed impact company performance, even at the financial level. Studies show increases in value per employee of up to $40,000 and survival rates for IPO firms as much as 20% higher for companies …
Human Resource Management Practices, Workforce Alignment, And Firm Performance, Christopher Collins, Jeff Ericksen, Mathew Allen
Human Resource Management Practices, Workforce Alignment, And Firm Performance, Christopher Collins, Jeff Ericksen, Mathew Allen
Christopher J Collins
Small business leaders are charged with delivering high levels of company performance. There is no shortage of potentially fruitful investments available for consideration; these include developing new products or services, improving product or service quality, and enhancing marketing and sales. Another possible investment - improving the way a company manages its people - tends to receive less attention. This is somewhat surprising, however, when one considers that the human resource management practices a company uses can dramatically impact the bottom-line. One study of large publicly traded firms, for example, found that companies using "high performance" human resource practices have market …