HOW HIGH PERFORMANCE HUMAN RESOURCE PRACTICES AND WORKFORCE UNIONIZATION AFFECT MANAGERIAL PAY

Alexander J. S. Colvin · Rosemary Batt · Harry C. Katz

36 citations0/0 files storedPersonnel Psychology

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Human Resource and Talent Management Labor Movements and Unions Labor market dynamics and wage inequality

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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References

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