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on Human Capital and Human Resource Management |
| By: | Ariane Pailhé; Anne Solaz |
| Abstract: | This article assesses the wage impact of different family‐friendly employer policies: in‐kind or in‐cash child‐related benefits and flexible work schedule arrangements. We use French matched employee–employer data with a rich set of indicators of family‐friendly benefits, and we pay attention to the possible endogeneity of worker–employer matching. Our results show that the provision of in‐cash or in‐kind benefits is associated with higher wages for women, while flexible work schedules have no significant effect on wages. Our results lead us to reject the hypothesis of compensating wage differentials: women do not appear to face a trade‐off between wages and a better work–life balance. Our findings are more in line with the enhancing productivity theory: in‐kind benefits reduce the time devoted to household activities and alleviate conflict between professional life and family life, thereby improving women's work effort and productivity. This is not the case for flexible work arrangements, which may be perceived as negatively related to workers’ commitment to their job. |
| Keywords: | women's employment, family-friendly employment policies, flexible work schedules, wages, family pay-gap, France, EMPLOI / EMPLOYMENT, VIE PROFESSIONNELLE / OCCUPATIONAL LIFE, VIE FAMILIALE / FAMILY LIFE, AMENAGEMENT DU TEMPS DE TRAVAIL / FLEXIBLE WORKING TIME, SALAIRE / WAGES, FRANCE / FRANCE, TRAVAIL DES FEMMES / FEMALE EMPLOYMENT |
| Date: | 2018–10–08 |
| URL: | http://d.repec.org/n?u=RePEc:idg:wpaper:awbk_rtrnmdpuuhzoohf&r=all |
| By: | Bandiera, Oriana; Lemos, Renata; Prat, Andrea; Sadun, Raffaella |
| Abstract: | We build a comparable and bottom-up measure of CEO labor supply for 1,114 CEOs, and investigate whether family and professional CEOs differ on this dimension of effort. Family CEOs work 9% fewer hours relative to professional CEOs. CEO hours worked are positively correlated with firm performance, and account for 18% of the performance gap between family and professional CEOs. We study the sources of the differences in labor supply across family and professional CEOs by exploiting firm and industry heterogeneity, and variation in meteorological and sport events. The evidence suggests that family CEOs value–or can pursue–leisure activities more than professional CEOs. |
| JEL: | R14 J01 J50 |
| Date: | 2018–05–01 |
| URL: | http://d.repec.org/n?u=RePEc:ehl:lserod:84945&r=all |
| By: | Janardhanan, Niranjan S.; Lewis, Kyle; Reger, Rhonda K.; Stevens, Cynthia K. |
| Abstract: | Many contemporary organizations depend on team-based organizing to achieve high performance, innovate services and products, and adapt to environmental turbulence. Significant research focuses on understanding how teams develop, assimilate, and apply diverse information; yet organizational practices have evolved in new ways that are not fully explored in the teams literature. Individuals with diverse motivations, knowledge and perspectives are often assigned to teams, creating burdens for members to develop effective ways to work together, to learn from each other, and to achieve goals amid the complexity of today’s organizational contexts. In this paper we examine a multilevel model of how team goal orientation affects cross-understanding—the extent to which team members understand the other members’ mental models—which in turn affects team and individual performance. We examine these effects using 160 teams of 859 participants who completed a semester-long business simulation. Findings show that the more team members are motivated by learning goals, the greater a team’s cross-understanding and subsequent team and individual performance. These effects are dampened when members are motivated by performance goals—to avoid mistakes or prove competence. This study expands the cross-understanding literature, revealing motivational antecedents that explain why some teams develop higher cross-understanding than others. We also contribute to the goal orientation literature by demonstrating that team goal orientation influences members’ learning about other members, and in so doing, also affects team and individual performance. As team motivation can be influenced by organizational practices, our findings also contribute practical insights for organizational leaders. Key words: Team cognition, cross-understanding, team goal orientation, team performance, individual performance |
| Keywords: | Team cognition; cross-understanding; team goal orientation; team performance; individual performance |
| JEL: | J50 |
| Date: | 2019–11–27 |
| URL: | http://d.repec.org/n?u=RePEc:ehl:lserod:101239&r=all |
| By: | Cécile Casteuble (CREM - Centre de recherche en économie et management - UNICAEN - Université de Caen Normandie - NU - Normandie Université - UR1 - Université de Rennes 1 - UNIV-RENNES - Université de Rennes - CNRS - Centre National de la Recherche Scientifique); Laetitia Lepetit (LAPE - Laboratoire d'Analyse et de Prospective Economique - IR SHS UNILIM - Institut Sciences de l'Homme et de la Société - UNILIM - Université de Limoges); Thu Tha Tran (EconomiX - UPN - Université Paris Nanterre - CNRS - Centre National de la Recherche Scientifique) |
| Abstract: | In this paper, we investigate the impact of gender quotas on firm performance using countries worldwide that have introduced a gender quota with sanction as a quasi-natural experiment. Our statistical analysis shows that board members' characteristics significantly change after the implementation of the gender quota. The results of our empirical analysis provide evidence that gender quotas have a neutral impact on firm performance in the short term and in the longer term, independently of changes in directors' age, education, nationality, experience or independence. Our findings provide evidence that policymakers can use mandatory quotas to force firms to achieve gender balance on corporate boards without a negative impact on firm performance. Our results also suggest that policymakers create unrealistic expectations for women to boost firm performance. JEL Classification: G34, G38. |
| Keywords: | gender quotas,Corporate governance,firm performance |
| Date: | 2019–11–28 |
| URL: | http://d.repec.org/n?u=RePEc:hal:wpaper:hal-02385034&r=all |
| By: | Renyut, Bernard C.; Modding, H. Basri; Bima, Jobhar; , St. Sukmawati; Jamali, Hisnol |
| Abstract: | This study explores some of causality between variables include; the influence of organizational commitment and competence to job satisfaction as the first causality then the influence of organizational commitment, competence to employee performance as the second and final causality influence job satisfaction on employee performance, as well as to analyze the effect of organizational commitment, job satisfaction and competence on employee's performance. The research was conducted at the Maluku Governor's Office, involving 632 employees as a population then set at 244 as respondents. The WarpPLS results found that organizational commitment positive and significant impact on job satisfaction, on the other part, organizational commitment has a positive effect and insignificant effect on employee performance, organizational commitment directly positive and significant effect on employee performance, job satisfaction is a positive and significant effect on employee performance, the organizational commitment as indirect effect is positive not significant on employee performance as a mediated job satisfaction and employee competence indirectly is a positive and significant effect on employee performance as a mediated job satisfaction |
| Date: | 2017–11–29 |
| URL: | http://d.repec.org/n?u=RePEc:osf:inarxi:hnwdt&r=all |
| By: | Natalia N. Karmaeva (National Research University Higher School of Economics); Natalya V. Rodina (National Research University Higher School of Economics) |
| Abstract: | Vocational schools are involved in partnerships with employers to generate extra resources and in the implementation of high-stake accountability reforms in Russia. We examine school capacity in the top-down implementation of performance-related pay (PRP) in Russia. We consider two cases of collaboration between schools and local employers that are either highly or loosely integrated with different companies. We elaborate the understanding of the resource and productivity dimensions of school capacity embedded within the broader context of schools’ formal and informal ties. The findings indicate tensions that emerge in the implementation of a system of rewards with regard to the within schools’ trust and the trust developed with their partners and funders, educational goals, work arrangements, and the distribution of school finances generated in partnerships. These issues can be negotiated with local industrial partners at multiple levels. |
| Keywords: | school capacity, partnerships with employers, performance-related pay, Russia. |
| JEL: | I22 |
| Date: | 2019 |
| URL: | http://d.repec.org/n?u=RePEc:hig:wpaper:55edu2019&r=all |
| By: | Verver, Hugo; van Zelst, Marino (Tilburg University); Lucas, Gerardus Johannes Maria (De Montfort University); Meeus, Marius |
| Abstract: | Organizational performance feedback theory (PFT), which is derived from the Behavioral Theory of the Firm, has emerged as a key perspective guiding studies investigating how performance relative to aspiration levels (i.e., performance feedback) influences organizational responsiveness. While the PFT literature refers to a core prediction - performance below aspirations induces more responsiveness than performance above aspirations does - empirical evidence reveals considerable conflicting findings. In line with contested issues in the current PFT literature, we propose a series of research questions and more refined predictions, which we elated to specific dimensions of performance feedback (valence, type of aspiration level and performance indicator), type of responsiveness (search versus change), and organizational characteristics (age, form of ownership, and industry). We test these refinements with various meta-analytic approaches, based on 263 effect sizes extracted from 156 studies. Our results demonstrate that the way in which performance feedback influences organizational responsiveness is sensitive to the factors we based our predictions on, with meta-analyzed effect sizes ranging from -0.106 to 0.055. Our findings help to systematically distinguish patterns in the heterogeneity associated with the performance feedback-responsiveness relationship. These results support our contention that more refined explanations, measures, and models of organizational performance feedback are needed. |
| Date: | 2019–04–29 |
| URL: | http://d.repec.org/n?u=RePEc:osf:osfxxx:hq4uw&r=all |