nep-hrm New Economics Papers
on Human Capital and Human Resource Management
Issue of 2020‒08‒17
five papers chosen by
Patrick Kampkötter
Eberhard Karls Universität Tübingen

  1. Equilibrium Wage-Setting and the Life-Cycle Gender Pay Gap By Amano-Patiño, N.; Baron, T.; Xiao, P.
  2. The innovation premium to soft skills in low-skilled occuptions By Aghion, Philippe; Bergeaud, Antonin; Blundell, Richard; Griffith, Rachel
  3. Creativity under Pressure: Performance Payments, Task Type and Productivity* By Joaquin Artes; Jennifer Graves; Meryl Motika
  4. Mechanisms of Social Capital in Organizations: How Team Cognition Influences Employee Commitment and Engagement By Kroll, Alexander; DeHart-Davis, Leisha; Vogel, Dominik
  5. Social Performance Management in Public Secondary Schools in Cameroon: Role of Continuous Training and Career Management By Chevalier de Dieu Kutche Tamghe

  1. By: Amano-Patiño, N.; Baron, T.; Xiao, P.
    Abstract: This paper quantifies both worker- and firm-side determinants of the life-cycle gender wage gap. Equally productive men and women could face different wage offers as employers expect gender differences in mobility behaviors, human capital dynamics, and fertility-related interruptions. We develop an equilibrium search model with human capital dynamics and estimate it on NLSY79 data. We find that firms’ differential wage offers towards men and women account for 55% of the gender wage gap for high school graduates and 47% for college graduates, whereas the gender difference in human capital levels is important only for the college group in late career. Gender gaps in search capital and job segregation play a relatively small role. Policies that improve women’s labor force attachment have the largest effect in shifting firms’ offers, and these effects would be enhanced by policies that improve women’s within-job development.
    Keywords: Gender wage gap, life-cycle, firm heterogeneity, human capital, job search
    JEL: J16 J24 J31 J64
    Date: 2020–03–02
  2. By: Aghion, Philippe; Bergeaud, Antonin; Blundell, Richard; Griffith, Rachel
    Abstract: Matched employee-employer data from the UK are used to analyze the wage premium to working in an innovative firm. We find that firms that are more R&D intensive pay higher wages on average, and this is particularly true for workers in some low-skilled occupations. We propose a model in which a firm's innovativeness is reflected in the degree of complementarity between workers in low-skill and high-skilled occupations, and in which non-verifiable soft skills are an important determinant of the wages of workers in low-skilled occupations. The model yields additional predictions on training, tenure and outsourcing which we also find support for in data.
    Date: 2019–11
  3. By: Joaquin Artes; Jennifer Graves; Meryl Motika (Division of Social Science)
    Abstract: When incentivizing a worker with performance pay, does the effectiveness of the pay type used vary by the type of task being completed? To answer this question, we run an experiment to test the task-specific productivity effects of various types of performance-based payments, each intended to incentivize productivity. The incentives we use are competition, high-stakes pay, time pressure and piece rate pay, each evaluated against a non-performance-based flat rate payment. Each of these incentives are applied in situations with participants completing three types of tasks: a routine task, a purely creative task and a creative problem-solving task. By testing these various tasks and pressures in the same experimental design, we are able to make comparisons across task types that have not been possible in previous studies. Our results show that productivity indeed does differ across task type and incentive combinations. We find that, for routine tasks, all incentivizing payment schemes improve productivity relative to flat rate payment. In contrast, for both the purely creative and the creative problem-solving tasks, none of the payment types of piece rate, timed goals nor high stakes pay impact productivity relative to a flat rate payment, with the high pay incentive even decreasing performance on the problemsolving task. We find competition to be the one incentive-based pay scheme that boosts productivity. Participants performed as well or better under competition across all task types, with a notable increase in their performance on pure creative tasks.
    Date: 2019–10
  4. By: Kroll, Alexander; DeHart-Davis, Leisha; Vogel, Dominik (University of Hamburg)
    Abstract: While previous research has shown that organizational social capital benefits organizations and creates performance gains, most of this work examined this relationship at the macro level based on organizational aggregates. In this article, we study organizational social capital effects at the micro level, that is, its impact on important work-related attitudes of employees within organizations. We argue that individual perceptions of organization-wide social capital matter in determining employee attitudes like engagement and commitment. We also point to the critical role of team cognition in shaping individual perceptions of social capital in organizations. Using a representative sample of nearly twelve hundred individuals from two local government organizations in North Carolina, we find support for the indirect effect of team cognition on employee work attitudes. The findings suggest that a promising way to increase the social capital of organizations is through interventions at the team level.
    Date: 2019–06–09
  5. By: Chevalier de Dieu Kutche Tamghe (IPD - Institut Panafricain Pour le Développement)
    Abstract: The teacher occupies a prominent place in the training, development and socio-professional integration of the individual. The success of its mission strongly depends on its social performance, of which satisfaction and commitment to work are among the dimensions most used in the literature (Kutche, 2019). This article aims to analyze the effects of human resource development practices on the social performance of public secondary teachers in Cameroon. To achieve this, a quantitative approach conducted using a questionnaire submitted to a simple random sample of 426 teachers was used. Two dimensions of human resource development are operationalized, namely continuous trainingand career management. Descriptive analysis of the data shows that the level of relevance of these practices is quite low in the Cameroonian education system. Furthermore, the simple linear regression under SPSS 23 reveals that continuous training and career management have a significant influence on the social performance of teachers. These results discussed from the perspective of Arcand et al. (2004), Aït Razouk and Bayad (2011), Grensing-Pophal (2003) and Noah (2017), suggest that a better continuous training policy as well as a more equitable and objective management of teachers' careers are essential for their satisfaction and commitment to work. To this end, a structuring of career management based on continuous training is proposed.
    Abstract: L'enseignant occupe une place prépondérante dans la formation, le développement et l'insertion socioprofessionnelle de l'individu. Le succès de sa mission dépend fortement de sa performance sociale, dont la satisfaction et l'engagement au travail figurent parmi les dimensions les plus usitées dans la littérature (Kutche, 2019). Cet article vise à analyser les effets des pratiques de développement des ressources humaines sur la performance sociale des enseignants du secondaire public au Cameroun. Pour y parvenir, une démarche quantitative conduite à laide dun questionnaire soumis à un échantillon aléatoire simple de 426 enseignants a été utilisée. L'analyse descriptive des données montre que le niveau de pertinence des pratiques de développement des RH est assez faible dans le système éducatif camerounais. Par ailleurs, la régression linéaire sous SPSS 23 a révélé que les pratiques relatives à la formation et la gestion des carrières ont une influence significative sur la performance sociale des enseignants. Ces résultats discutés dans la perspective d'Arcand et al. (2004), d'Aït Razouk et Bayad (2011), de Grensing-Pophal (2003) et Noah (2017), suggèrent qu'une meilleure politique de formation ainsi qu'une gestion plus équitable et objective des carrières des enseignants sont indispensables pour leur performance sociale.
    Keywords: Job satisfaction,Work commitment,Career management,Continuous training,Social performance,HR development,Satisfaction au travail,Performance sociale de l'entreprise,Engagement au travail,Formation continue,Gestion des carrières
    Date: 2020–06–06

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