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Unpublished Paper
How High Performance Human Resource Practices and Workforce Unionization Affect Managerial Pay
CAHRS Working Paper Series
  • Alexander Colvin, Pennsylvania State University
  • Rosemary Batt, Cornell University
  • Harry C. Katz, Cornell University
Publication Date
11-1-2000
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.

Comments
Suggested Citation
Colvin, A., Batt, R. & Katz, H. C. (2000). How high performance human resource practices and workforce unionization affect managerial pay (CAHRS Working Paper #00-12). Ithaca, NY: Cornell University, School of Industrial and Labor Relations, Center for Advanced Human Resource Studies.
http://digitalcommons.ilr.cornell.edu/cahrswp/90
Citation Information
Alexander Colvin, Rosemary Batt and Harry C. Katz. "How High Performance Human Resource Practices and Workforce Unionization Affect Managerial Pay" (2000)
Available at: http://works.bepress.com/rosemary_batt/11/