2,259 research outputs found
Minimum Wage Channels of Adjustment
The economic impact of the 2007-2009 increases in the federal minimum wage (MW) is analyzed using a sample of quick-service restaurants in Georgia and Alabama. Store-level biweekly payroll records for individual employees are used, allowing us to precisely measure the MW compliance cost for each restaurant. We examine a broad range of adjustment channels in addition to employment, including hours, prices, turnover, training, performance standards, and non-labor costs. Exploiting variation in the cost impact of the MW across restaurants, we find no significant effect of the MW increases on employment or hours over the three years. Cost increases were instead absorbed through other channels of adjustment, including higher prices, lower profit margins, wage compression, reduced turnover, and higher performance standards. These findings are compared with MW predictions from competitive, monopsony, and institutional/behavioral models; the latter appears to fit best in the short run.minimum wages, employment, labor market adjustments, labor market theories
Too legit to quit? How realistic job previews affect early turnover decisions
Includes bibliographical references.2015 Summer.Using an organizational sample of call center employees, the current study improved upon conceptual and methodological limitations of prior realistic job preview (RJP) and turnover research to conduct a more rigorous test of RJP effectiveness. Specifically, using both quantitative organizational human resources archival records and qualitative third-party exit interview data, it was expected that an RJP intervention would be related to (1) a decreased voluntary turnover rate, (2) an organizationally unavoidable voluntary exit reason or involuntary exit reason (versus an organizationally avoidable voluntary exit reason), and (3) an increase in organizational tenure among exited employees. Results failed to support a hypothesized relationship between the RJP intervention, lower voluntary turnover rate, and increased organizational tenure among former employees, as effects were in the hypothesized direction but not large enough to establish statistical significance. Results also did not support the hypothesized relationship between the RJP intervention and exit reason. Findings and literature synthesis are pertinent for the design of future RJP research and the implementation of realistic recruitment interventions. Further implications of the results, contributions of the study, limitations, and recommendations for future research are also addressed
Targeted Employee Retention: Performance-Based and Job-Related Differences in Reported Reasons for Staying
A content model of 12 retention factors is developed in the context of previous theory and research. Coding of open-ended responses from 24,829 employees in the leisure and hospitality industry lends support to the identified framework and reveals that job satisfaction, extrinsic rewards, constituent attachments, organizational commitment, and organizational prestige were the most frequently mentioned reasons for staying. Advancement opportunities and organizational prestige were more common reasons for staying among high performers and non-hourly workers, and extrinsic rewards was more common among low performers and hourly employees, providing support for ease/desirability of movement and psychological contract rationales. The findings highlight the importance of differentiating human resource management practices when the goal is to retain those employees valued most by the organization
Minimum Wage Channels of Adjustment
Industrial Relations, forthcoming Abstract: The effects of minimum wage increases in 2007-2009 are analyzed using a sample of restaurants from Georgia/Alabama. Store-level payroll records provide precise measures of compliance costs. Examined are multiple adjustment channels. Exploiting variation in compliance costs across restaurants, we find employment and hours responses to be variable and in most cases statistically insignificant. Channels of adjustment to wage increases and to changes in non-labor costs include prices, profits, wage compression, turnover, and performance standards
Causes and Consequences of Collective Turnover: A Meta-Analytic Review
Given growing interest in collective turnover (i.e., employee turnover at unit and organizational levels), the authors propose an organizing framework for its antecedents and consequences and test it using meta-analysis. Based on analysis of 694 effect sizes drawn from 82 studies, results generally support expected relationships across the 6 categories of collective turnover antecedents, with somewhat stronger and more consistent results for 2 categories: human resource management inducements/investments and job embeddedness signals. Turnover was negatively related to numerous performance outcomes, more strongly so for proximal rather than distal outcomes. Several theoretically grounded moderators help to explain average effect-size heterogeneity for both antecedents and consequences of turnover. Relationships generally did not vary according to turnover type (e.g., total or voluntary), although the relative absence of collective-level involuntary turnover studies is noted and remains an important avenue for future research
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How does personality relate to contextual performance, turnover, and customer service?
Personality measures are often used by organizations to select and develop employees in a way that maximizes their performance. Studies examining the relationship between personality and job performance have found some evidence for their utility in a variety of situations. Data was collected from a large restaurant company (N=9,800) in which hourly employees took a personality test for selection. Supervisory performance ratings and turnover data were also included for some employees. A three factor model of contextual performance consisting of personal support, organizational support, and conscientiousness initiative was tested and supported. The personality scales with the strongest relationship to performance, included drive and energy, friendliness, and emotional consistency. Effect sizes were relatively similar to previous meta-analytic studies, with the exception of a facet of conscientiousness which revealed a lower correlation with performance than expected. A differential pattern of correlations between the personality scales and performance dimensions was observed that supported some of the theoretically aligned constructs. The correlations between the personality variables and performance were unexpectedly higher among customer facing employees than team-based employees. No hypothesized interaction effects were supported, but some nonlinear relationships were found among some of the personality scales and performance. Drive and energy was a statistically significant predictor in decreasing the rate of turnover, however no support was found for any personality scale predicting job abandonment or involuntary turnover. Finally, a path model was tested that provided marginal support for performance mediating the relationship between personality and customer service ratings at the store level. Implications for human resource practices and recommendations for future research are discussed
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The relationship of managers\u27 theory X and theory Y assumptions to managerial participative behavior, employee commitment, and employee absenteeism.
The purpose of this study was to implicate managerial assumptions in employee commitment and performance. Twenty-eight first-line managers in a large insurance company was administered the Managerial Philosophies Scale to determine each manager\u27s affinity for Theory X and Theory Y. Two-hundred-nineteen insurance claim processors who were subordinates of the managers were administered a scale of participative decision making which measured each subordinate\u27s perception of his/her manager\u27s participative behavior. Subordinates were also administered a scale of organizational commitment which measured commitment to the employing company. An absenteeism measure was obtained for each subordinate through the use of personnel records. In accordance with management theory posited by Douglas McGregor, it was expected that managers\u27 subscription to Theory X assumptions would be associated with a tendency to seldom allow subordinates to participate in decision making; subordinates so treated were expected to exhibit low organizational commitment and high absenteeism. Conversely, it was expected that managers\u27 subscription to Theory Y assumptions would be associated with a tendency to frequently allow subordinates to participate in decision making; subordinates would respond with high organizational commitment and low absenteeism. Results compatible with expectations were: Managers\u27 use of participative decision making was positively related to subordinates\u27 organizational commitment; and, there was marginal support for a positive relationship between managers\u27 subscription to Theory Y and subordinates\u27 organizational commitment. A result which was opposite from expectation was that managers\u27 participative behavior and subordinates\u27 absenteeism were positively rather than negatively related. Though there was a trend for managerial assumptions to be related to the subordinate attitude of organizational commitment, the study was unable to directly relate managerial assumptions to the subordinate performance measure of absenteeism
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