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Employee Data (employee + data)
Selected AbstractsTechnology, Labour Characteristics and Wage-productivity Gaps,OXFORD BULLETIN OF ECONOMICS & STATISTICS, Issue 5 2005Pekka Ilmakunnas Abstract We use plant-level employer,employee data in production functions and wage equations to examine whether wages are based on productivity. We use a stepwise procedure to find out how the results are influenced by the kind of data that is available. The models include shares of employee groups based on age, level and field of education, and sex. The gap between the age-related wage and productivity effects increases with age. Education increases productivity, but wage under-compensates productivity especially for those with the highest level of non-technical education. For women the results depend greatly on the specification and method used. [source] Is Under-Employment due to Labour Hoarding?THE ECONOMIC RECORD, Issue 246 2003Evidence from the Australian Workplace Industrial Relations Survey In this paper, Australian data are used to study the characteristics of workers who are constrained in their hours of work. Matched employer,employee data allow us to control for their employers' characteristics as well. In particular, the information on the firms' state of demand provides useful evidence on the underlying cause of under-employment. The labour hoarding model cannot explain the observed patterns involving under-employment. Alternative explanations are offered. [source] Leeway for the Loyal: A Model of Employee DiscretionBRITISH JOURNAL OF INDUSTRIAL RELATIONS, Issue 1 2008Francis Green This article examines the factors underlying task discretion from an economist's perspective. It argues that the key axis for understanding discretion is the trade-off between the positive effects of discretion on potential output per employee and the negative effects of greater leeway on work effort. In empirical analysis using matched employer,employee data, it is shown that discretion is strongly affected by the level of employee commitment. In addition, discretion is generally greater in high-skilled jobs, although not without exceptions, and lower where employees are under-skilled. Homeworking and flexitime policies raise employee discretion. The impact of teamworking is mixed. In about half of cases team members do not jointly decide about work matters, and the net effect of teams on task discretion in these cases is negative. In other cases, where team members do decide matters jointly, the impact is found to be neutral according to employees' perceptions, or positive according to managers' perceptions. There are also significant and substantial unobserved establishment-level factors which affect task discretion. [source] Does Union Membership Really Reduce Job Satisfaction?BRITISH JOURNAL OF INDUSTRIAL RELATIONS, Issue 3 2004Alex Bryson We investigate the effect of union membership on job satisfaction. Using linked employer,employee data from the 1998 British Workplace Employee Relations Survey, we analyse the relationship between the membership decision and overall job satisfaction and satisfaction with pay. In this paper we account for the endogenous selection induced by the sorting of workers into unionized jobs. Controlling for both individual and establishment heterogeneity and explicitly modelling the effect of union status, we find that the marked difference in job satisfaction between unionized and non-unionized workers disappears, suggesting that a selection effect, rather than a causal effect, characterizes the relationship. [source] | ||||||||||