Complementarity of Shared Compensation and Decision-Making Systems Evidence from the American Labor Market

Abstract

This chapter examines the shared compensation and decision making practices with evidence from the American labor market using the nationally representative 1994–1995 Freeman-Rogers Workplace Representation and Participation Survey (WRPS) for the United States and the 2003 California Establishment Survey (CES). The WRPS focuses on employee involvement and work organization but also asks about the mode of compensation so that we can link compensation systems and employee decision making. The CES surveys businesses on compensation and decision-making practices, and has productivity-related outcomes that allow examination of the relation between firm performance and compensation and decision-making systems. Shared compensation is stated to be positively associated with shared decision making, and that combining shared compensation systems and employee involvement has greater impacts on outcomes than the systems separately.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 44 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.