nep-hrm New Economics Papers
on Human Capital and Human Resource Management
Issue of 2019‒08‒12
nine papers chosen by
Patrick Kampkötter
Eberhard Karls Universität Tübingen

  1. Firm- specific human capital in different market conditions: evidence from the Japanese football league By Yamamura, Eiji; Ohtake, Fumio
  2. Managerial Payoff and Gift-Exchange in the Field By Englmaier, Florian; Leider, Steve
  3. What drives differences in management practices? By Bloom, Nicholas; Brynjolfsson, Erik; Foster, Lucia; Jarmin, Ron; Patnaik, Megha; Saporta-Eksten, Itay; Van Reenen, John
  4. What Firms Do: Gender Inequality in Linked Employer-Employee Data By Casarico, A.; Lattanzio, S.
  5. “Getting out of the starting gate on the right foot: employment effects of investment in human capital” By Agata Maida; Daniela Sonedda
  6. Decreasing Wage Returns to Human Capital: Analysis of Wage and Job Experience Using Micro Data of Workers By Taro Kimura; Yoshiyuki Kurachi; Tomohiro Sugo
  7. Human Resource Management and Knowledge Management Strategies: Looking for a Fit By Sokolov, D.; Zavyalova, E.
  8. The efficiency wage hypothesis and the role of corporate governance in firm performance By DiGabriele, Jim; Ojo, Marianne
  9. Employee Disputes and Innovation Performance: Evidence from Pharmaceutical Industry By Blake Rayfield; Omer Unsal

  1. By: Yamamura, Eiji; Ohtake, Fumio
    Abstract: This paper examined how meeting the team-specific human capital is important in a football player’s performance by comparing the top two league teams. From panel data of the Japan Professional Football League, we find that changing the team reduced a player’s performance and that the team’s performance improved as each player’s tenure in the team increased, the returns from team-specific skills over time increased and then decreased as the years passed, the benefit from moving to a new team depends on the timing of moving, and neither tenure in the team nor experience affects a professional football player’s performance.
    Keywords: Firm-specific human capital; Professional football; Player performance; Matching
    JEL: J49 J62
    Date: 2019–06–10
  2. By: Englmaier, Florian (LMU Munich); Leider, Steve (University of Michigan)
    Abstract: We conduct a field experiment where we vary both the presence of a gift-exchange wage and the effect of the worker\'s effort on the manager\'s payoff. Results indicate a strong complementarity between the initial wage-gift and the agent\'s ability to \"repay the gift\". We control for differences in ability and reciprocal inclination and show that gift-exchange is more effective with more reciprocal agents. We present a principal-agent model with reciprocal subjects that motivates our findings. Our results help to reconcile the conflicting evidence on the efficacy of gift-exchange outside the lab.
    Keywords: incentives; field experiments; gift-exchange; reciprocity;
    JEL: C91 J33 M52
    Date: 2019–08–07
  3. By: Bloom, Nicholas; Brynjolfsson, Erik; Foster, Lucia; Jarmin, Ron; Patnaik, Megha; Saporta-Eksten, Itay; Van Reenen, John
    Abstract: Partnering with the US Census Bureau, we implement a new survey of "structured" management practices in two waves of 35,000 manufacturing plants in 2010 and 2015. We find an enormous dispersion of management practices across plants, with 40 percent of this variation across plants within the same firm. Management practices account for more than 20 percent of the variation in productivity, a similar, or greater, percentage as that accounted for by R&D, ICT, or human capital. We find evidence of two key drivers to improve management. The business environment, as measured by right-to-work laws, boosts incentive management practices. Learning spillovers, as measured by the arrival of large "Million Dollar Plants" in the country, increase the management scores of incumbents.
    JEL: L25 D24 L60 M11 M50
    Date: 2019–05–05
  4. By: Casarico, A.; Lattanzio, S.
    Abstract: This paper investigates the contribution of firms to the gender gap in earnings on average, at different quantiles of the earnings distribution, and over time to shed light on the role of firm pay policies in hindering or reinforcing the gender wage gap and to identify how their impact comes about. Using a linked employer-employee dataset for Italy, we show that the gap in firm pay policies explains on average 30% of the gender pay gap in the period 1995-2015. Sorting of women in low pay firms explains a larger fraction of the gender pay gap than differences in bargaining, on average and at the bottom of the distribution, whereas the latter dominates at the top. Moreover, differences in bargaining have increased in importance over the two decades. To explain sorting, we investigate whether women have a lower probability of moving towards firms with higher pay rates, and find that this is indeed the case. This differential mobility penalises, in particular, highly skilled women and can be related to the variability in wages in destination firms, with women not moving to those with high (unexplained) variance in pay. We also find some evidence that the firm environment as captured by exogenous changes in the gender balance in leadership positions influences the bargaining power of women, indicating that the latter is partly institution-driven.
    Keywords: Bargaining, Sorting, Linked Employer-Employee Data, Mobility gap, Gender quotas
    JEL: J16 J31 J71
    Date: 2019–07–09
  5. By: Agata Maida (University of Milan); Daniela Sonedda (University of Piemonte Orientale)
    Abstract: The technological progress and the globalisation process reshape the nature of jobs inducing a substantial drop in the incidence of permanent employment occupations. This paper estimates whether employers could be less reluctant to hire workers on a permanent basis in presence of a human capital investment which they partly finance. We find that the permanent employment rate of cohorts affected by law no. 92/2012 at the age threshold of 30 years increased by about 1% when compared to the permanent employment rate of similar untreated cohorts. This difference in discontinuity impact can be generated by the vocational apprenticeship labour contract only. After 36 months from the baseline, this positive effect persists and increases to about 5%. We interpret our results as evidence that a labour contract that invests in human capital serves as a stepping stone into permanent employment.
    Date: 2019–05
  6. By: Taro Kimura (Bank of Japan); Yoshiyuki Kurachi (Bank of Japan); Tomohiro Sugo (Bank of Japan)
    Abstract: Recent literature reports a decrease in wage returns to skills since the 2000s. This paper contributes additional evidence that this trend is also occurring with skills that accumulate through job experience. We use micro data of Japanese workers to analyze this phenomenon by taking advantage of unique Japanese employment practices that emphasize skills acquired through tenure and on-the-job training as important human capital. We find that (1) wage returns to job experience have decreased from the 2000s to the 2010s and (2) decomposing the human capital into general and firm-specific, the returns to both have decreased. We also examine whether the recent trend of firms extending retirement age contributes to the decrease in returns, and we find that its impact has been marginal.
    Keywords: Wage Returns; Skills; On-The-Job Training; General Human Capital; Firm-Specific Human Capital
    JEL: J20 J24 J26 J30 O33
    Date: 2019–08–02
  7. By: Sokolov, D.; Zavyalova, E.
    Abstract: The aim of the paper is to explore the theoretical underpinnings of a fit between knowledge management (KM), human resource management (HRM) and competitive strategies of knowledge-intensive organizations. The paper is based on a review of strategic KM and strategic HRM literature. Based on resource-based view, behavioral, contingent and configurational (complementarity) perspectives, the article proposes a number of testable propositions regarding the alignment between the strategies at different levels (KM, HRM, competitive). The review demonstrates effects of the strategic fit between personalization knowledge management strategy, commitment-oriented HRM strategy and differentiation-based competitive strategy, as well as between codification knowledge management strategy, control-oriented HRM strategy and cost leadership-based competitive strategy. Other combinations of strategies are considered to be less complimentary. Combined three strategies constitute particular strategic configurations that may have both positive and negative synergies influencing employee behavior and organizational outcomes. This study adds value to the literature by discussing mechanisms underlying the strategic interaction of the functional strategies in knowledge-intensive organizations. It also contributes to the discussion of contingent and configurational perspectives on “KM/HRM management – performance” relationship. Additionally, the paper facilitates to the integration and mutual enrichment of KM and HRM research fields.
    Keywords: knowledge management strategy, human resource management strategy, competitive strategy, strategic configurations, strategic fit, horizontal fit,
    Date: 2019
  8. By: DiGabriele, Jim; Ojo, Marianne
    Abstract: Implications of the digital economy and its impact on the Economics of Employment in the 21st Century are reflected through lower wages which have been fueled through the rise of Information Technology, with the consequential advents of phenomena such as the Fourth Industrial Revolution and the rise of emerging technologies such as Artificial Intelligence, block chain systems, Vertical Integration, Hyper-focused specialty lending, Lender-fintech partnerships, New engagement models, Product Innovation, to name but a few. As well as a consideration of the two-fold contribution to the literature, as highlighted in their paper, “Financial Disruptions and the Cyclical Upgrading of Labor” (2017:6), and elaborated on by Epstein et al (2017:6-8), the reconciliation of two quantitative limitations of current general equilibrium theories constituting part of such contribution, is also re iterated. The inability to account for variables which are independent of exogenously or endogenously determined factors and which are outside their model, also necessitates the incorporation of other theories and factors to be taken into account in arriving at more accurate conclusions which determine firm performance.
    Keywords: efficiency wage hypothesis; pro cyclicality; financial cycles; firm performance; corporate governance
    JEL: D4 D8 E3 E5 E6 G2 G3 M4
    Date: 2017–08
  9. By: Blake Rayfield; Omer Unsal
    Abstract: In this study, we use a hand-collected dataset of employee lawsuits to understand the effect of employee allegations on firms’ innovation in a human capital-intensive industry. We gather more than 2,293 employee disputes between 2000 and 2015 and test the relationship between employee lawsuits and Food and Drug Administration (FDA) product approvals in the pharmaceutical industry. We find that employee disputes lower the total number of FDA-approved products. We document that firms with frequent employee allegations maintain low innovation outcomes. Additional results show that case characteristics are an important determinant of FDA approvals; labor unions and case duration delay time-to-approval of submitted products, which may explain the deteriorated innovation outcomes. Overall, our findings highlight the importance of employee treatment in the workplace environment, which is ultimately related to firms’ innovation performance.
    Keywords: Institutional Investors, Labor Relations, Innovation
    JEL: G30 G39 G23 O32
    Date: 2019–07

This nep-hrm issue is ©2019 by Patrick Kampkötter. It is provided as is without any express or implied warranty. It may be freely redistributed in whole or in part for any purpose. If distributed in part, please include this notice.
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