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Full-Text Articles in Labor Relations
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 …
Telecommunications 2000 Strategy, Hr Practices & Performance, Rosemary Batt, Alexander Colvin, Harry C. Katz, Jeffrey Keefe
Telecommunications 2000 Strategy, Hr Practices & Performance, Rosemary Batt, Alexander Colvin, Harry C. Katz, Jeffrey Keefe
Alexander Colvin
This report constitutes the first benchmarking survey of business and human resource practices among a nationally representative sample of workplaces in the broadly defined telecommunications industry that includes wireline, wireless, cable, and internet providers. It grows out of a multi-year study of organizational change in the industry, and is based on extensive field study, site visits, interviews, and surveys conducted by research teams at Cornell and Rutgers Universities. Managers at 577 establishments across the country gave generously of their time during a lengthy telephone survey. The study was made possible through a generous grant by the Alfred P. Sloan Foundation. …
Telecommunications 2004: Business Strategy, Hr Practices, And Performance, Rosemary Batt, Alexander J.S. Colvin, Harry C. Katz, Jeffrey Keefe
Telecommunications 2004: Business Strategy, Hr Practices, And Performance, Rosemary Batt, Alexander J.S. Colvin, Harry C. Katz, Jeffrey Keefe
Alexander Colvin
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.
Telecommunications 2000: Strategy, Hr Practices And Performance, Rosemary Batt, Alexander J.S. Colvin, Harry Katz, Jeffrey Keefe
Telecommunications 2000: Strategy, Hr Practices And Performance, Rosemary Batt, Alexander J.S. Colvin, Harry Katz, Jeffrey Keefe
Alexander Colvin
This report constitutes the first benchmarking survey of business and human resource practices among a nationally representative sample of workplaces in the broadly defined telecommunications industry that includes wireline, wireless, cable, and internet providers. It grows out of a multi-year study of organizational change in the industry, and is based on extensive field study, site visits, interviews, and surveys conducted by research teams at Cornell and Rutgers Universities. Managers at 577 establishments across the country gave generously of their time during a lengthy telephone survey. The study was made possible through a generous grant by the Alfred P. Sloan Foundation.
The Economic Costs And Benefits Of Self-Managed Teams Among Skilled Technicians, Rosemary Batt
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 …