The Impact Of New Unionization On Wages And Working Conditions: A Longitudinal Study Of Establishments Under NLRB Elections

This study investigates the impact of union organization on the wages and labor practices of establishments newly organized in the 1980s using a research design in which establishments are 'paired' with their closest nonunion competitor. There are two major findings. First. unionism had only a modest effect on wages in the newly organized plants, which contrasts sharply with the huge union wage impact found in cross-section comparisons of union and nonunion individuals on Current Population Survey and related data tapes. Second, in contrast co its modest impact on wages, new unionization substantially altered several personnel practices. creating grievance systems, greater seniority protection. and job bidding and posting. That newly organized establishments adopt union working conditions but grant only modest increases in wages suggests that 'collective voice' rather than monopoly wage gains is the key to understanding what unionism does in the economy.

Do Unions Make Enterprises Insolvent?

This study investigates the impact of unionization and firm, business line, or establishment survival. A consistent empirical finding is that unions raise wages above those found in nonunion firms, and that in a competitive product market one would expect to find that unionized firms would go out of business more than nonunion firms. However, if unions engage in economic rent-sharing, then during periods of economic hardship unionized firms may be able to remain solvent by giving back some of these rents. In order to answer this question we analyze three data sets: a data set on the union status of solvent and insolvent enterprises and business lines from the Compustat files, a data set on the union status of workers who have lost their jobs due to permanent plant closures or business failures obtained by matching files from Current Population Survey, and a data set from the Federal Mediation and Conciliation Service on the outcomes of elections won by unions and on the outcomes of labor- management dispute cases. Overall, our results are consistent with the hypothesis that unions behave in an economically rational manner, pushing wages to the point where union firms may expand less rapidly than nonunion firms, but not to the point where the firm, plant, or business line closes down.

Employer Behavior in the Face of Union Organizing Drives

The direct role of employers in union organizing has long been a neglected part of the union organizing literature. In this study we examine the determinants and consequences of employer behavior when faced with an organizing drive. Our principal substantive findings are: - that there is a substitution between high wages/benefits/good work conditions/supervisory practices and "tough" management opposition to unionism. - that a high innate propensity for a union victory deters management opposition, while some indicators of a low propensity also reduce opposition. - that "positive industrial relations" raise the chances the firm will defeat the union in an election, as does bringing in consultants and having supervisors campaign intensely against the union. - that the careers of managers whose wages/supervisory practices/ benefits lead to union organizing drives, much less to union victories, suffer as a result. In general we interpret our results as consistent with the notion that firms behave in a profit maximizing manner in opposing an organizing drive and with the basic proposition that management opposition, reflected in diverse forms of behavior, is a key component in the on-going decline in private sector unionism in the United States.

Adoption and Termination of Employee Involvement Programs

This study uses a 10-year longitudinal database on U.S. manufacturing establishments to analyze the dynamics of the adoption and termination of employee involvement programs (EI). We show that firms' use of EI has not grown continuously, but rather introduce and terminate EI policies in ways that imply that the policies are complementary with each other and with other advanced human resource practices, seemingly moving toward an equilibrium distribution of EI policies. Using a Markov model, we estimate the long-run distribution of the number of EI programs in firms and find that adjustment to the steady-state distribution takes about 20 years.

Can a Work Organization Have an Attitude Problem? The Impact of Workplaces on Employee Attitudes and Economic Outcomes

Using the employee opinion survey responses from several thousand employees working in 193 branches of a major U.S. bank, we consider whether there is a distinctive workplace component to employee attitudes despite the common set of corporate human resource management practices that cover all the branches. Several different empirical tests consistently point to the existence of a systematic branch-specific component to employee attitudes. “Branch effects” can also explain why a significant positive cross-sectional correlation between branch-level employee attitudes and branch sales performance is not observed in longitudinal fixed-effects sales models. The results of our empirical tests concerning the determinants of employee attitudes and the determinants of branch sales are consistent with an interpretation that workplace-specific factors lead to better outcomes for both employees and the bank, and that these factors are more likely to be some aspect of the branches’ internal operations rather than some characteristic of the external market of the branch.

The Impact of New Unionization on Wages and Working Conditions

This study investigates the impact of union organization on the wages and labor practices of establishments newly organized in the 1980s. It uses a research design in which establishments are "paired" with their closest nonunion competitor. It finds that, unionism had only a modest effect on wages in the newly organized plants, which contrasts sharply with the huge union wage impact found in cross-section comparisons of union and nonunion individuals,but unionism substantially alters several personnel practices, creating grievance systems, greater seniority protection, and job bidding and posting. That newly organized establishments adopt union working conditions but grant only modest wage increases suggests that "collective voice" rather than monopoly wage gains is the key to understanding new unionism.Economic

Status, Excuses, and Justifications

The authors conducted experimental research on the acceptability of excuses (a personal account of making a procedural error) and justifications (an argument for what the violator had done) for norm violation. The actor offering the account or justification was either equated with the subjects on education or had an advantage on that characteristic. Results showed that status advantage increased the acceptance of the justification but reduced the acceptance of the excuse. This WP is a follow-up to research by Massey, Freeman and Zelditch (1997).We wish to acknowledge the support of the National Science Foundation Grant #9022774 for the study of "Status, Poser, and Accounts.

NMR analogues of the quantum Zeno effect

We describe Nuclear Magnetic Resonance (NMR) demonstrations of the quantum Zeno effect, and discuss briefly how these are related to similar phenomena in more conventional NMR experiments.Comment: 8 pages including 4 figures; intended as a possible answer to Malcolm Levitt's question at the 2005 Magnetic Resonanace GRC: "What is the NMR analogue of the quantum Zeno effect?". In press at Physics Letters

The Anatomy of Employee Involvement and Its Effects on Firms and Workers

A great many American firms have organized workplace decision-making in new ways to get employees more involved in their jobs -- using policies like self-directed work teams, total equality management, quality circles, profit-sharing, and diverse other programs. This paper uses a firm-based data set and employee-based information to illuminate several aspects about the locus and economic impacts of employee involvement (EI). Having information from employees as well as from firms allows us to ask not only what EI does for firms, the principal question in the literature on the subject, but also what EI does for workers; and to examine EI from the bottom up' perspective of participants rather than managers. We find that EI practices are linked in an hierarchical structure that provides a natural scaling of EI activities and the intensity of the EI effort. Firms that have EI are also more likely to have profit-sharing and other forms of shared compensation. However, EI has a weak and poorly specified effect on output per worker, but it has a strong and positive impact on employee well-being.

The writing on the wall? John Ingram’s verse and the dissemination of Catholic prison writing

The strong association between prison writing and writing on walls, whether by graffiti or carving, is as true of Tudor and Stuart England as of other times and places. Yet even if prison-writers associated themselves with the idea of writing on a wall, they need not have done so in reality. This article considers the topos in the writings and afterlife of the Catholic priest, poet and martyr John Ingram, and asks whether it is to be taken at face value. Ingram’s verse, composed in Latin and mostly epigrammatic, survives in two contemporary manuscripts. The notion that the author carved his verses with a blunt knife on the walls of the Tower of London while awaiting death derives from a previous editorial interpretation of a prefatory sentence within the more authoritative manuscript of the two, traditionally held to be autograph. However, though several Tudor and Stuart inscriptions survive to this day on the walls of the Tower of London, no portions of Ingram’s verse are among them, nor any inscriptions of similar length and complexity. Ingram might instead have written his verse down in the usual way, using wall-carving as a metaphor for the difficulty of writing verse when undergoing incarceration and torture