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Full-Text Articles in Labor Relations
Merit Pay For School Superintendents?, Ronald G. Ehrenberg, Richard P. Chaykowski, Randy A. Ehrenberg
Merit Pay For School Superintendents?, Ronald G. Ehrenberg, Richard P. Chaykowski, Randy A. Ehrenberg
Ronald G. Ehrenberg
Given the important role that school district administrators play in the educational process, one might expect their 'performance" to be of fundamental importance in determining both how much students learn and the cost of public education to taxpayers. Yet, while public debate has considered the issue of merit pay plans for teachers, virtually no attention has been directed to the methods by which school administrators are compensated. This paper provides evidence on whether school superintendents are explicitly or implicitly rewarded for their "performance" by higher compensation and/or greater opportunities for mobility. We analyze panel data from over 700 school districts …
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.