Human Resource and Employment Practices in Telecommunications Services, 1980-1998

[Excerpt] In the academic literature on manufacturing, much research and debate have focused on whether firms are adopting some form of “high-performance” or “high-involvement” work organization based on such practices as employee participation, teams, and increased discretion, skills, and training for frontline workers (Ichniowski et al., 1996; Kochan and Osterman, 1994; MacDuffie, 1995). Whereas many firms in the telecommunications industry flirted with these ideas in the 1980s, they did not prove to be a lasting source of inspiration for the redesign of work and employment practices. Rather, work restructuring in telecommunications services has been driven by the ability of firms to leverage network and information technologies to reduce labor costs and create customer segmentation strategies. “Good jobs” versus “bad jobs,” or higher versus lower wage jobs, do not vary according to whether firms adopt a high- involvement model. They vary along two other dimensions: (1) within firms and occupations, by the value-added of the customer segment that an employee group serves; and (2) across firms, by union and nonunion status. We believe that this customer segmentation strategy is becoming a more general model for employment practices in large-scale service | operations; telecommunications services firms may be somewhat more | advanced than other service firms in adopting this strategy because of certain unique industry characteristics. The scale economies of network technology are such that once a company builds the network infrastructure to a customer’s specifications, the cost of additional services is essentially zero. As a result, and notwithstanding technological uncertainty, all of the industry’s major players are attempting to take advantage of system economies inherent in the nature of the product market and technology to provide customized packages of multimedia products to identified market segments. They have organized into market-driven business units providing differentiated services to large businesses and institutions, small businesses, and residential customers. They have used information technologies and process reengineering to customize specific services to different segments according to customer needs and ability to pay. Variation in work and employment practices, or labor market segmentation, follows product market segmentation. As a result, much of the variation in employment practices in this industry is within firms and within occupations according to market segment rather than across firms. In addition, despite market deregulation beginning in 1984 and opportunities for new entrants, a tightly led oligopoly structure is replacing the regulated Bell System monopoly. Former Bell System companies, the giants of the regulated period, continue to dominate market share in the post-1984 period. Older players and new entrants alike are merging and consolidating in order to have access to multimedia markets. What is striking in this industry, therefore, is the relative lack of variation in management and employment practices across firms after more than a decade of experience with deregulation. We attribute this lack of variation to three major sources. (1) Technological advances and network economics provide incentives for mergers, organizational consolidation, and, as indicated above, similar business strategies. (2) The former Bell System companies have deep institutional ties, and they continue to benchmark against and imitate each other so that ideas about restructuring have diffused quickly among them. (3) Despite overall deunionization in the industry, they continue to have high unionization rates; de facto pattern bargaining within the Bell system has remained quite strong. Therefore, similar employment practices based on inherited collective bargaining agreements continue to exist across former Bell System firms

An investigation of biases in Patient Safety Indicator score distribution among hospital cohorts

Denman Research Forum- 2nd Place, Health Professions-ClinicalThe Centers for Medicare and Medicaid Services (CMS) have implemented a hospital reimbursement system that incentivizes payment proportional to the quality of care delivered and performance on certain metrics. One such metric is the Agency for Healthcare Research and Quality’s Patient Safety Indicator 90 (PSI-90). It is composed of eight individual indicators designed to flag adverse patient events that are potentially preventable, such as post-operative wound dehiscence and accidental lacerations. CMS publicly reports four of these individual PSI scores (6, 12, 14 and 15) in addition to the composite PSI-90. Previous studies question the PSIs’ validity beyond screening purposes and furthermore question the underlying administrative data’s ability to accurately and reliably flag such events. This study looks to analyze biases in PSI score distribution for hospitals depending on teaching status, differences in patient demographics and lastly, interactions between teaching status and patient demographic factors and their ability to account for differences in PSI rates. Significant differences were found between teaching and non-teaching hospitals for PSIs 6, 12, 15 and 90 (p<0.01). Inpatient volume and patient severity (p<0.01) were found to be significantly different between teaching status cohorts. Lastly, significant differences in PSI scores were found between patient severity quartiles for PSI 6, 15 and 90 (p<0.05) and between socio-economic quartiles for PSI 6, 12, 15 and 90 (p<0.05); but interaction between patient severity and teaching status was only significant for PSI 90 (p<0.05) and between socioeconomic and teaching statuses for PSI 6 (p<0.05). These results indicate current PSI score distributions may be biased against teaching hospitals for 4 out of 5 PSI measures. Further studies will involve assessing the adequacy of risk-adjustment methodology for PSI metrics. Until then, use of PSI metrics to determine federal reimbursement can lead to bias against teaching hospitals.A three-year embargo was granted for this item.Academic Major: Health Information Management and System

How Supervisors Influence Performance: A Multilevel Study of Coaching and Group Management in Technology-Mediated Services

This multilevel study examines the role of supervisors in improving employee performance through the use of coaching and group management practices. It examines the individual and synergistic effects of these management practices. The research subjects are call center agents in highly standardized jobs, and the organizational context is one in which calls, or task assignments, are randomly distributed via automated technology, providing a quasi-experimental approach in a real-world context. Results show that the amount of coaching that an employee received each month predicted objective performance improvements over time. Moreover, workers exhibited higher performance where their supervisor emphasized group assignments and group incentives and where technology was more automated. Finally, the positive relationship between coaching and performance was stronger where supervisors made greater use of group incentives, where technology was less automated, and where technological changes were less frequent. Implications and potential limitations of the present study are discussed

Collaborating and Coordinating with Employers

A 2009 research brief produced for the NTAR Leadership Center, a consortium led by the John H. Heldrich Center for Workforce Development at Rutgers, The State University of New Jersey. Founded in 2007 under a grant/contract with the Office of Disability Employment Policy at the U.S. Department of Labor, the NTAR Leadership Center's mission is to build capacity and leadership at the federal, state, and local levels to enable change across workforce development and disability-specific systems that will increase employment and economic self-sufficiency for adults with disabilities. This brief examines the evolving relationship between disability employment initiatives and employers, and highlights the implications that these collaborations have for effectively formulating broad-scale promotion of disability workforce investment initiatives

The Role of Transportation in Campus Emergency Planning, MTI Report 08-06

In 2005, Hurricane Katrina created the greatest natural disaster in American history. The states of Louisiana, Mississippi and Alabama sustained significant damage, including 31 colleges and universities. Other institutions of higher education, most notably Louisiana State University (LSU), became resources to the disaster area. This is just one of the many examples of disaster impacts on institutions of higher education. The Federal Department of Homeland Security, under Homeland Security Presidential Directive–5, requires all public agencies that want to receive federal preparedness assistance to comply with the National Incident Management System (NIMS), which includes the creation of an Emergency Operations Plan (EOP). Universities, which may be victims or resources during disasters, must write NIMS–compliant emergency plans. While most university emergency plans address public safety and logistics management, few adequately address the transportation aspects of disaster response and recovery. This MTI report describes the value of integrating transportation infrastructure into the campus emergency plan, including planning for helicopter operations. It offers a list of materials that can be used to educate and inform campus leadership on campus emergency impacts, including books about the Katrina response by LSU and Tulane Hospital, contained in the report´s bibliography. It provides a complete set of Emergency Operations Plan checklists and organization charts updated to acknowledge lessons learned from Katrina, 9/11 and other wide–scale emergencies. Campus emergency planners can quickly update their existing emergency management documents by integrating selected annexes and elements, or create new NIMS–compliant plans by adapting the complete set of annexes to their university´s structures

Evaluation of the Senior Community Service Employment Program (SCSEP)

Older workers -- defined as those over the age of 55 -- account for an ever-increasing segment of the American labor force. As they grow in numbers, however, older workers are also particularly vulnerable to job dislocation, in part because rapid economic globalization has eliminated millions of jobs in manufacturing and other traditional fields of employment.Older workers are also becoming a growing share of the long-term and very long-term unemployed, a trend that started before the recent recession and has steadily advanced. Between 2007 and 2011, the proportion of unemployed workers over 50 who were jobless for six months or more jumped from 24 percent to 54 percent. Against this backdrop, the assistance offered by the Senior Community Service Employment Program (SCSEP) is of particularly timely importance. SCSEP was established in 1965 and incorporated under the Older Americans Act (OAA) in 1973. Operated by the U.S. Department of Labor's Employment and Training Administration (ETA), SCSEP provides subsidized minimum-wage, part-time community service assignments for low-income persons age 55 or older who would otherwise have poor employment prospects. Over its 46-year history, SCSEP has responded to the fact that older workers tend to have more difficulty than younger workers in finding new jobs when they become unemployed because of their greater likelihood as a group to have lower levels of formal education and obsolete skills, and because many employers hold negative stereotypes of older workers