Copyright (c) 2009 All rights reserved. http://works.bepress.com/harry_katz Recent documents in Harry C Katz en-us Sun, 31 May 2009 06:23:09 PDT 3600 http://works.bepress.com/harry_katz/19 http://works.bepress.com/harry_katz/19 Tue, 01 Apr 2008 11:22:40 PDT In the ILR School's first online webinar, Dean Harry Katz discusses the future of the ILR School Harry C. Katz ILR School http://works.bepress.com/harry_katz/18 http://works.bepress.com/harry_katz/18 Tue, 01 Apr 2008 11:15:23 PDT "The author reviews evidence that the bargaining structure is becoming more decentralized in Sweden, Australia, the former West Germany, Italy, the United Kingdom, and the United States, although In somewhat different degrees and ways from country to country. He then examines the various hypotheses that have been offered to explain the significant trend Shifts In bargaining power, as well as the diversification of corporate and worker Interests, have played a part in this change, he concludes, but work reorganization has been more influential still. He also explores how the roles of central unions and corporate industrial relations staffs are challenged by bargaining structure decentralization, and discusses the research gaps on this subject that need to be filled." Harry C. Katz Collective Bargaining http://works.bepress.com/harry_katz/17 http://works.bepress.com/harry_katz/17 Tue, 01 Apr 2008 11:15:20 PDT "In the late 1970s and 1980s intensified international competition in motor vehicle manufacturing and sales was reflected by an increase in the share of the American market captured by imports. Some analysts argued that this increase reflected the low productivity of American automobile producers compared with that of Japanese and other foreign companies. Inflexible work rules or the adversarial nature of labor management relations was often blamed." Harry C. Katz Automotive Industry http://works.bepress.com/harry_katz/16 http://works.bepress.com/harry_katz/16 Tue, 01 Apr 2008 11:15:17 PDT This national benchmarking report of the U.S. telecommunications services industry traces the tumultuous changes in management and workforce practices and performance in the sector over the last 5 years. This is a follow-up report to our 1998 study. At that time, when the industry was booming, we conducted a national survey of establishments in the industry. In 2003, we returned to do a second national survey of the industry, this time in a sector that was recovering from one of the worst recessions in its history. Rosemary Batt Telecommunications Services Industry http://works.bepress.com/harry_katz/15 http://works.bepress.com/harry_katz/15 Tue, 01 Apr 2008 11:15:15 PDT "An introduction to a special, multi-part report on training and workforce preparedness." Harry C. Katz Training and Workforce Preparedness http://works.bepress.com/harry_katz/14 http://works.bepress.com/harry_katz/14 Tue, 01 Apr 2008 11:15:12 PDT 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. Alexander Colvin Telecommunications Services Industry http://works.bepress.com/harry_katz/13 http://works.bepress.com/harry_katz/13 Tue, 01 Apr 2008 11:15:09 PDT This case study of the Communications Workers of America (CWA) demonstrates the value of resource dependence and contingency organizational theories--two branches of organization theory, which has most commonly been used to interpret firm behavior--for analyzing union revitalization. Consistent with predictions of those theories, the CWA responded to a changed environment by abandoning strategies that no longer achieved organizational objectives, but retaining and bolstering strategies that continued to be effective. Furthermore, like the organizations analyzed in Jeffrey Pfeffer and Gerald Salancik's classic exposition of resource dependency theory, in the face of heightened environmental complexity and uncertainty the CWA used political action, growth strategies, and inter-organizational linkages to gain advantage. The CWA conformed to another prediction of contingency theory by using an integration strategy--specifically, by making simultaneous and interactive use of activities in collective bargaining, politics, and organizing--to spur innovation and respond to environmental complexity and uncertainty. Harry C. Katz http://works.bepress.com/harry_katz/12 http://works.bepress.com/harry_katz/12 Tue, 01 Apr 2008 11:15:06 PDT Includes: Collective Bargaining, Labor Law, and Labor History: The Department of Economic and Social Statistics; Labor Economics and Income Security Department: A Parent Department: Human Resources and Administration; The Organizational Behavior Department; Evolution of the Human Resources and Administration Department. Harry Katz ILR School http://works.bepress.com/harry_katz/11 http://works.bepress.com/harry_katz/11 Tue, 01 Apr 2008 11:15:03 PDT This report constitutes the first benchmarking survey of business and human resource practices among a nationally representative sample of workplaces in the broadly defined telecommunications industry that includes wireline, wireless, cable, and internet providers. It grows out of a multi-year study of organizational change in the industry, and is based on extensive field study, site visits, interviews, and surveys conducted by research teams at Cornell and Rutgers Universities. Managers at 577 establishments across the country gave generously of their time during a lengthy telephone survey. The study was made possible through a generous grant by the Alfred P. Sloan Foundation.While this report is based on data collected among workplaces in the U.S., it has implications for the restructuring of the global telecommunications industry. In other research, we have found that the United States has been at the forefront of market deregulation and technology change, but many other countries have followed a similar path and look to the United States as a model for organizational restructuring (Katz 1997). Thus, at least some of the patterns we find here are likely to occur in other countries undergoing similar patterns of deregulation. Rosemary Batt Telecommunications Services Industry http://works.bepress.com/harry_katz/10 http://works.bepress.com/harry_katz/10 Tue, 01 Apr 2008 11:15:00 PDT [Excerpt] This report summarizes and analyzes a survey of the training and work restructuring occurring in large unionized firms. This survey provides the most comprehensive answers to date to the following questions for large unionized workplaces: What kinds and amounts of training do workers receive in American firms? How much change occurred in training amounts and types from 1980 to 1990? Why do some firms provide more training than other firms? What is the amount of work reorganization underway in these workplaces and what are the links between work reorganization and training activities? Do firms perceive shortages in adequately trained new hires? Harry C. Katz Training - Unionized Workforce