Labor Relations Commons^™

Corporate Social Responsibility And Workers’ Rights, Lance A. Compa

Lance A Compa

[Excerpt] Corporate social responsibility (CSR) brings an important dimension to the global economy. CSR can enhance human rights, labor rights, and labor standards in the workplace by joining consumer power and socially responsible business leadership—not just leadership in Nike headquarters in Oregon or Levi Strauss headquarters in California, but leadership in trading house headquarters in Taiwan and Hong Kong, and leadership at the factory level in Dongguan and Shenzhen. Ten years ago, I would not have said this. I viewed corporate social responsibility and corporate codes of conduct as public relations maneuvers to pacify concerned consumers. Behind a facade of …

Tercer Congreso Nacional De Organismos Públicos Autónomos, Bruno L. Costantini García

Bruno L. Costantini García

Tercer Congreso Nacional de Organismos Públicos Autónomos

"Autonomía, Reforma Legislativa y Gasto Público"

More Evidence On The Value Of Chinese Workers’ Psychological Capital: A Potentially Unlimited Competitive Resource?, Fred Luthans, James Avey, Rachel Clapp-Smith, Weixing Li

Department of Management: Faculty Publications

As China continues its unprecedented economic growth and emergence as a world power, new solutions must be forthcoming to meet the accompanying challenges. We propose a positive approach to Chinese HRM that recognizes, develops and manages the psychological capital (PsyCap) of workers. After providing a brief overview of hope, efficacy, optimism, resilience and overall PsyCap in today’s Chinese context, the results of a follow-up study provide further evidence that the PsyCap of Chinese workers is related to their performance. The implications that this evidencebased value of Chinese workers’ psychological capital has for China now and into the future concludes this …

Telecommunications 2004: Strategy, Hr Practices & Performance - Cornell-Rutgers Telecommunications Project, Rosemary Batt, Alex Colvin, Harry Katz, Jeffrey Keefe

Rosemary Batt

This national benchmarking report of the U.S. telecommunications services industry traces the tumultuous changes in management and workforce practices and performance in the sector over the last 5 years. This is a follow-up report to our 1998 study. At that time, when the industry was booming, we conducted a national survey of establishments in the industry. In 2003, we returned to do a second national survey of the industry, this time in a sector that was recovering from one of the worst recessions in its history.

Human Resource Management, Service Quality, And Economic Performance In Call Centers, Rosemary Batt, Lisa M. Moynihan

Rosemary Batt

This paper examines the relationship between human resource practices, operational outcomes, and economic performance in call centers. The study draws on a sample of 64 call centers serving the mass market in a large telecommunications services company. Surveys of 1,243 employees in the 64 centers were aggregated to the call center level and matched to archival data on service process quality, as measured by customer surveys; call handling time, revenues per call, and net revenues per call. Our path analysis shows that human resource practices emphasizing employee training, discretion, and rewards lead to higher service quality, higher revenues per call, …

Net Working: Work Patterns And Workforce Policies For The New Media Industry, Rosemary Batt, Susan Christopherson, Ned Rightor, Danielle Van Jaarsveld

Rosemary Batt

This report, based on a study of a group of highly accomplished professionals in New York City, is one of the first to take up labor market issues in the new media industry. It describes the challenges faced by professionals and employers alike in this important and dynamic sector, and identifies strategies for success in a project oriented environment with highly complex skill demands and rapidly changing technology. Our findings suggest three central issues.

The Indian Call Centre Industry: National Benchmarking Report Strategy, Hr Practices, & Performance, Rosemary Batt, Virginia Doellgast, Hyunji Kwon, Mudit Nopany, Priti Nopany, Anil Da Costa

Rosemary Batt

Report of the Global Call Centre Industry Project

The dramatic growth of the call center industry is a world-wide phenomenon, fueled by advances in information technologies and the precipitous decline in the costs of voice and data transmission over the last two decades. As part of this global industry, call centres in India have experienced spectacular growth in the last five years. They generate seventy percent of the revenues of the Indian Business Process Outourcing (BPO) industry, according to estimates by Mckinsey (www.nasscom.org).

This rapid growth has also brought managerial challenges in terms of recruitment,staffing, training, and retention of workers …

The Impact Of Employee Voice And Compliance Mechanisms On Absenteeism, Discipline, And Turnover, Alexander J.S. Colvin, Rosemary Batt, Jeffrey Keefe

Rosemary Batt

This study examines the impact of employee voice and compliance mechanisms on voluntary turnover and other workplace behaviors. Results from analysis of a unique, nationally representative sample of establishments in the telecommunications industry show that voice mechanisms in the form of unions and problem-solving groups are associated with significantly reduced quit rates and dismissal rates. In addition, voice mechanisms in the form of self-directed work teams are associated with lower absenteeism and discipline rates. By contrast, compliance mechanisms in the form of electronic monitoring are associated with higher discipline rates, while the compliance mechanism of strict work rules is associated …

The Economic Costs And Benefits Of Self-Managed Teams Among Skilled Technicians, Rosemary Batt

Rosemary Batt

This paper estimates the economic costs and benefits of implementing teams among highly-skilled technicians in a large regional telecommunications company. It matches individual survey and objective performance data for 230 employees in matched pairs of traditionally-supervised and self-managed groups. Multivariate regressions with appropriate controls show that teams do the work of supervisors in 60-70% less time, reducing indirect labor costs by 75 percent per team. Objective measures of quality and labor productivity are unaffected. Team members receive additional overtime pay that represents a 4-5 percent annual wage premium, which may be viewed alternatively as a share in the productivity gains …

How High Performance Human Resource Practices And Workforce Unionization Affect Managerial Pay, Alexander Colvin, Rosemary Batt, Harry C. Katz

Rosemary Batt

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 …

What Are The Effects Of Work Restructuring On Employee Well-Being And Firm Performance? Evidence From Telecommunications Services, Rosemary Batt

Rosemary Batt

The purpose of this study was to assess whether there are benefits to employees and firms associated with new forms of work organization and human resource and industrial relations practices. I examine a series of interrelated questions that may be summarized as follows. First, does participation in either total quality improvement teams or self-directed teams have benefits for workers, managers, and firms? If benefits exist, are they undermined by the negative effects of understaffing and job insecurity associated with downsizing? And finally, is there a coherent set of work organization, human resource, and industrial relations practices that provides mutual gains …