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Incentives, teams and the organizati...

Geddes, Lori Ann.

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Incentives, teams and the organization of work: Evidence from the United States and Australia.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Incentives, teams and the organization of work: Evidence from the United States and Australia./
作者:	Geddes, Lori Ann.
面頁冊數:	100 p.
附註:	Source: Dissertation Abstracts International, Volume: 63-08, Section: A, page: 2965.
Contained By:	Dissertation Abstracts International63-08A.
標題:	Economics, Labor. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3062749
ISBN:	0493793100

Incentives, teams and the organization of work: Evidence from the United States and Australia.
Geddes, Lori Ann.

Incentives, teams and the organization of work: Evidence from the United States and Australia. - 100 p.

Source: Dissertation Abstracts International, Volume: 63-08, Section: A, page: 2965.

Thesis (Ph.D.)--The University of Wisconsin - Milwaukee, 2002.

Firms that want to increase worker productivity can choose between many human resource management (HRM) practices. The key is knowing which schemes fit best with the type of workers employed by the firm. Since the workforce is not homogeneous, responses to HRM practices will not be the same for all firms. The best HRM practice will depend on many factors, including but not limited to, labor force attachment, expected tenure, and the organization of the firm.

ISBN: 0493793100Subjects--Topical Terms:

1019135
Economics, Labor.

Incentives, teams and the organization of work: Evidence from the United States and Australia.
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245 1 0 $a Incentives, teams and the organization of work: Evidence from the United States and Australia.
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500 $a Source: Dissertation Abstracts International, Volume: 63-08, Section: A, page: 2965.
500 $a Supervisor: John S. Heywood.
502 $a Thesis (Ph.D.)--The University of Wisconsin - Milwaukee, 2002.
520 $a Firms that want to increase worker productivity can choose between many human resource management (HRM) practices. The key is knowing which schemes fit best with the type of workers employed by the firm. Since the workforce is not homogeneous, responses to HRM practices will not be the same for all firms. The best HRM practice will depend on many factors, including but not limited to, labor force attachment, expected tenure, and the organization of the firm.
520 $a While establishments with higher proportions of females are more likely to use piece rates, individual data show that women are, if anything, less likely to receive individual based incentive pay. Analysis of the National Longitudinal Survey of Youth in the first chapter shows that both results are simultaneously correct because women are much less likely to be paid commissions and bonuses. The hypothesized model demonstrates that lower expected tenure and labor force attachment are positively associated with piece rates but are negatively associated with other types of individual incentive pay, such as commissions. Detailed analysis of commissions among sales workers and piece rates among craft and operative workers supports this hypothesis.
520 $a Using data from the 1995 wave of the Australian Workplace Industrial Relations Survey (AWIRS), chapter two estimates the determinants of four different types of employee involvement (EI) teams; autonomous groups, quality circles, joint consultative committees, and task forces. EI gives the worker more control over their working environment. The results confirm that team production, as proxied by workers with long expected tenure and high labor force attachment, is associated with an increased likelihood of using EI. Yet, women, often thought less likely to be in team production processes, are no less likely to be in establishments using EI.
520 $a Previous studies on the effects of HRM schemes on firms' productivity generated mixed results. This leaves one searching for an alternative measure that captures the benefits of adopting such schemes, like absenteeism. In chapter three, evidence from the AWIRS indicates that absenteeism is lower in firms using various types of HRM schemes, like, flexible scheduling, incentive pay, and EI teams. However, the results for incentive pay and employee involvement teams are not as robust as the results for flexible scheduling, implying that workers are absent more for sociological reasons, like illnesses and transportation problems, than for economic or psychological reasons.
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791 $a Ph.D.
792 $a 2002
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