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.

Prize Structure and Information in Tournaments: Experimental Evidence

This paper examines behavior in a tournament in which we vary the tournament prize structure and the information available about participants' skill at the task of solving mazes. The number of solved mazes is lowest when payments are independent of performance; higher when a single, large prize is given; and highest when multiple, differentiated prizes are given. This result is strongest when we inform participants about the number of mazes they and others solved in a pre-tournament round. Some participants reported that they solved more mazes than they actually solved, and this misreporting also peaked with multiple differentiated prizes.Tournaments; Wage Structure

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.

The weak jobs recovery: whatever happened to "the great American jobs machine"?

Authors Freeman and Rodgers find that the current recovery, which started in 2001, has been the worst in recent history in terms of job creation. They determine that the slow employment growth of the recovery is not attributable to the poor performance of a particular sector, nor is it concentrated in certain geographic areas. ; The authors conclude that the weak jobs recovery represents a major shift in the link between the labor market and the economy over the business cycle. They also find that the slow job growth has disproportionate effects on groups especially sensitive to business cycle swings, such as African-Americans, new labor-market entrants, out-of-school youth and less educated workers.Labor market ; Business cycles ; Economic conditions

Area Economic Conditions and the Labor Market Outcomes of Young Men in the 1990s Expansion

The current expansion has shattered the length of the previous longest peace-time boom and brought unemployment rates below four percent in 44 percent of metropolitan areas. We estimate the expansion's impact on the labor market outcomes of less-educated men. We find that young men, especially young African American men in tight labor markets experienced a boost in employment and earnings. Adult men had no gains, and their earnings barely changed even in areas with unemployment rates below 4 percent. Youths have higher earnings and employment in low crime states and poorer labor market outcomes in states where incarcerations are high.

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.