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Full-Text Articles in Labor Relations

Organizational Performance In Services, Rosemary Batt, Virginia Doellgast Aug 2017

Organizational Performance In Services, Rosemary Batt, Virginia Doellgast

Virginia Doellgast

The question of performance in service activities and occupations is important for several reasons. First, over two-thirds of employment in advanced economies is in service activities. Second, productivity growth in services is historically low, lagging far behind manufacturing, and as a result, wages in production-level service jobs remain low. In addition, labor costs in service activities are often over 50% of total costs, whereas in manufacturing they have fallen to less than 25% of costs. This raises the question of whether management practices that have improved performance in manufacturing, such as investment in the skills and training of the workforce ...


Organizational Performance In Services, Rosemary Batt, Virginia Doellgast May 2015

Organizational Performance In Services, Rosemary Batt, Virginia Doellgast

Rosemary Batt

The question of performance in service activities and occupations is important for several reasons. First, over two-thirds of employment in advanced economies is in service activities. Second, productivity growth in services is historically low, lagging far behind manufacturing, and as a result, wages in production-level service jobs remain low. In addition, labor costs in service activities are often over 50% of total costs, whereas in manufacturing they have fallen to less than 25% of costs. This raises the question of whether management practices that have improved performance in manufacturing, such as investment in the skills and training of the workforce ...


Slippage In The System: The Effects Of Errors In Transactive Memory Behavior On Team Performance, Matthew Pearsall, Aleksander Ellis, Bradford Bell Jul 2011

Slippage In The System: The Effects Of Errors In Transactive Memory Behavior On Team Performance, Matthew Pearsall, Aleksander Ellis, Bradford Bell

Bradford S Bell

[Excerpt] Although researchers have consistently shown that the implicit coordination provided by transactive memory positively affects team performance, the benefits of transactive memory systems depend heavily on team members’ ability to accurately identify the expertise of their teammates and communicate expertise-specific information with one another. This introduces the opportunity for errors to enter the system, as the expertise of individual team members may be misunderstood or misrepresented, leading to the reliance on information from the wrong source or the loss of information through incorrect assignment. As Hollingshead notes, “information may be transferred or explicitly delegated to the ‘wrong’ individual in ...


Work Teams, Bradford S. Bell, Steve W. J. Kozlowski Jul 2011

Work Teams, Bradford S. Bell, Steve W. J. Kozlowski

Bradford S Bell

[Excerpt] Teams serve as the basic building blocks of modern organizations and represent a critical means by which work is accomplished in today's world. Therefore, significant research during the past few decades has been focused on understanding work team effectiveness. This entry looks at the history of this research and what it says about team types, team composition, team development, team processes, and team effectiveness.


[Review Of The Book The Mismanagement Of Talent: Employability And Jobs In The Knowledge Economy], Bradford S. Bell Apr 2011

[Review Of The Book The Mismanagement Of Talent: Employability And Jobs In The Knowledge Economy], Bradford S. Bell

Bradford S Bell

[Excerpt] In The Mismanagement of Talent, Brown and Hesketh argue that rooted within the dominant discourse of the "war for talent" are several core assumptions that have shaped our perspective on employability in the KBE. The most central of these is that there is a limited pool of talent capable of rising to senior managerial positions, which creates fierce competition to recruit the best and brightest. The perception of talent as a limited commodity is seen as driving organizations to diversify their talent pools and adopt more rigorous recruitment and selection tools in an effort to get the right people ...


Work Teams, Bradford S. Bell, Steve W. J. Kozlowski Jan 2010

Work Teams, Bradford S. Bell, Steve W. J. Kozlowski

Articles and Chapters

[Excerpt] Teams serve as the basic building blocks of modern organizations and represent a critical means by which work is accomplished in today's world. Therefore, significant research during the past few decades has been focused on understanding work team effectiveness. This entry looks at the history of this research and what it says about team types, team composition, team development, team processes, and team effectiveness.


Slippage In The System: The Effects Of Errors In Transactive Memory Behavior On Team Performance, Matthew J. Pearsall, Aleksander P. J. Ellis, Bradford S. Bell Aug 2008

Slippage In The System: The Effects Of Errors In Transactive Memory Behavior On Team Performance, Matthew J. Pearsall, Aleksander P. J. Ellis, Bradford S. Bell

Articles and Chapters

[Excerpt] Although researchers have consistently shown that the implicit coordination provided by transactive memory positively affects team performance, the benefits of transactive memory systems depend heavily on team members’ ability to accurately identify the expertise of their teammates and communicate expertise-specific information with one another. This introduces the opportunity for errors to enter the system, as the expertise of individual team members may be misunderstood or misrepresented, leading to the reliance on information from the wrong source or the loss of information through incorrect assignment. As Hollingshead notes, “information may be transferred or explicitly delegated to the ‘wrong’ individual in ...


Organizational Performance In Services, Rosemary Batt, Virginia Doellgast Jan 2007

Organizational Performance In Services, Rosemary Batt, Virginia Doellgast

Articles and Chapters

The question of performance in service activities and occupations is important for several reasons. First, over two-thirds of employment in advanced economies is in service activities. Second, productivity growth in services is historically low, lagging far behind manufacturing, and as a result, wages in production-level service jobs remain low. In addition, labor costs in service activities are often over 50% of total costs, whereas in manufacturing they have fallen to less than 25% of costs. This raises the question of whether management practices that have improved performance in manufacturing, such as investment in the skills and training of the workforce ...