Publication Date

7-2001

Abstract

Using data from a nationally representative sample of telecommunications establishments, this study finds that HR practices and workforce unionization influence managerial pay levels and the ratio of manager-to-worker pay. High performance HR practices, including investment in the skills of the workforce, in computer-based technologies, and in performance-based worker pay practices, are all positively related to managerial pay; but the use of workforce teams, which shift some managerial responsibilities to workers, has the opposite association. High performance HR practices also are associated with lower manager-to-worker pay differentials. In addition, workforce unionization is positively associated with managerial pay levels, with worker base pay mediating the relationship between managers' pay and unionization.

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Suggested Citation
Colvin, A. J. S., Batt, R., & Katz, H.C. (2001). How high performance human resource practices and workforce unionization affect managerial pay [Electronic version]. Retrieved [insert date] from Cornell University, ILR school site:
http://digitalcommons.ilr.cornell.edu/articles/274/

Required Publisher Statement
Reprinted with permission of Wiley-Blackwell Publishing. Final version published as Colvin, A. J. S., Batt, R., & Katz, H. C. (2001). How high performance human resource practices and workforce unionization affect managerial pay. Personnel Psychology, 54(4), 903-934.

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