No description available.

The effects of the Darlington case on managements prerogatives was that it spelled out what a multi-plant employer must do in the area of plant closure to avoid violating the National Labor Relations Act of 1935. There was also good evidence brought forth to show that management is now bargaining plant closures with union. Thus the conclusion was made that in the area multi-plant employers had lost some power due to the Darlington Case. The General Case is presently in the Courts and until a final court decision is made it is hard to say what effect it will have on managements prerogatives.

No description available.

Flexible work arrangements (FWAs) cover work structures that allow for flexibility in the place of work, in the scheduling of hours worked, and in the amount of hours worked. I developed a survey that provided feedback which was supportive of telecommuting and showed positive outcomes for both employees and employers. Interviews held with healthcare executives obtained their perspective on FWAs and was compared against a national report on flexibility within the health services industry. I concluded that due to discrepancies between my findings and those contained within the national report greater segmentation of health providers was needed to enhance future research. Plan design for offering workplace flexibility was addressed to determine a best practice. A results-only work environment was critiqued against a simple, case-by-case approach to flexibility. I concluded that flexibility need not be burdensome to an employer and that there was no one-size-fits-all approach to providing workplace flexibility.

Recent academic studies reveal a pronounced trend of increasing income inequality in the United States. For those policymakers concerned with increasing income inequality, wage inequality is a logical policy focus. Wage inequality analyses often focus on demographic characteristics or education; however, a more subtle consideration is job mobility, i.e., the movement of an individual from job to job throughout his career. To the extent that particular job mobility patterns are associated with higher wages, unequal opportunity for workers either to make job changes or to remain in their current jobs can contribute to wage inequality in general. In this study, I focus on the relationship between job mobility and wages in order to understand which job mobility levels are associated with the highest wages for workers at different stages of their careers. Existing academic literature suggests that job mobility is associated with positive wage returns for workers early in their careers, but that the effect diminishes as workers gain experience and positive wage returns to job tenure grow stronger. These findings indicate that the relationships between job mobility, tenure, and wages may depend upon experience. Specifically, I hypothesize that high voluntary job mobility is associated with positive wage returns for low experience workers, while high tenure is associated with positive wage gains for high experience workers. To explore these relationships, I run several regression models that control for person and year fixed effects and a variety of time-varying control variables. I find evidence of positive wage returns associated with high voluntary job mobility, which appear to diminish as workers gain experience. I also find that high tenure is positively associated with higher wages for both low and high experience workers, not just for those workers with high work experience. In terms of policy implications, these findings broadly indicate that some work patterns could result in higher average wages than others, and that a diverse portfolio of labor policies may, therefore, stand to benefit workers who are just beginning their careers, whereas policies that foster increased tenure may create the greatest opportunity for wage growth among workers later in their careers.

In the current era of knowledge economy, the core of the competitions between corporations has evolved from production to management, and now focuses on the acquirement of adequate human resources and the amelioration of innovation. To corporations, the most vital task is often not how to obtain capable human resources, but rather how to ensure the existing ones continuously contribute to the progression of the firm. This involves the internal culture of the firm and its organizational layout; moreover, the most direct effect comes from the ¡§push-and-pull¡¨ interaction between the employer and employee, which is the fundamental quality of employee relations. This research first intends to explore and clarify the meaning of employee relation through a comprehensive study of the aggregated works on related applications of labor relations by previous scholars, including labor union, collective bargaining, negotiation, and labor involvement and participation. Bearing the attributes of high-tech industries in mind, the actual practice of employee relations can then be categorized under six major groups through an understanding of renowned models on labor relations: direct financial rewards and benefits, indirect financial rewards and benefits, non-financial rewards and benefits, employee participation and involvment, organizational communication and management on labor relations. Based on these six categories, an analysis of the actual practice on employee relations leads to the following conclusions: A.Direct financial rewards and benefits In respect to the base-salary system, position-oriented system is more widely adopted than the ability-oriented and the seniority-oriented ones. The ability-oriented system, though, imposes the maximal impacts on employee relations. In respect to the motivation system, the year-end profit-sharing system is the most common one, and it is also considered to be having the best effect on stimulating employee relations. In most firms, the department of human resources is the key unit in charge of the motivation system. B.Indirect financial rewards and benefits Regarding economical benefits, most companies follow the traditional model and engage in pension plan, the subsidy for marriage and funeral. Injury compensation is often acclaimed to be the most essential program in enhancing employee relations. These programs are often done through the Human Resource Department and the Employee Welfare Committee. Regarding benefits on leisure activities, the most common activity is domestic and international travel coordinated through the Employee Welfare Committee. Regarding facility benefits, high percentages of firms have contracts with stores or other corporations for discounts and pre-arranged special rates. However, labor co-ops are preferred as the facility that improves employee relations the most. In general, facility benefits are coordinated through the General Administrative Department, the Human Resource Department and the Employee Welfare Committee. Regarding services benefits, most firms respect foremost the smoothness of complain and appeal channel of lower-ranked employees, and they also achieve improvements on employee relation through family goodwill policy. Most of the services benefits are managed by the department of human resources. C.Non-financial rewards and benefits In respective to non-financial compensations, the leadership style of the high-tech industry often focus on the involvement and participation from the employees, and this is often done through inquiry and commentary. Regarding the working environment, the business sectors widely adopt regulation and policy on assessment, opportunities and fairness for advancement. Flexible working hours have also been known to have positive effect on employee relations. Benefits in this category are usually overseen by the Human Resource Department. D.Employee participation and involvement Most corporations implement labor participations through employee suggestion program, which also improves employee relations the most. Regarding the rights of employee participation, the participation level on financial management is the lowest, but the participation level on company¡¦s policy, marketing, production and human resource management are normal. E.Organizational communication Regarding organizational communication, parallel communication is more efficient based on survey results. The efficiency of downward communication and upward communication is normal. Besides, bulletin board, telephone, interview, meeting, and e-mail are commonly adopted, especially the last three improves employee relations most. F.Management in labor relations Regarding management on labor relations, there were only few unions in hi-tech companies. Conciliation is most widely adopted on labor dispute. Collective bargaining and collective agreement improves employee relations greatly. Since most companies do not organize unions, conciliation is more preferred, compared with arbitration and lawsuit.

Hegemony is viewed through the lens of the state-labor partial regime in post-authoritarian Chile. A review of the hegemonic "debate" reveals that agricultural labor was excluded from labor incorporation in 1932. Rural labor's subsequent superexploitation subsidized industrial workers with cheap production of wage goods. Agricultural workers' incorporation in the mid-1960s unified the workforce and initiated the organic crisis that intensified with the election of a Socialist executive. The dictatorship that overthrew Allende disarticulated all forms of collective action. Its coercive foundation and neo-liberal economic project forced a retreat from collective to individual strategies. The current regime is left with hierarchical state/labor relations wrapped around a core of atomizational pluralism. Inclusionary pluralist labor reforms simultaneously fulfill ideological bases of consent and obstruct the working class unity needed to achieve substantive gains. On this foundation of individualism, a bourgeois hegemonic project (safe from collective counter-hegemonic threat) is being constructed to protect the rule of capital.

This dissertation models occupational wage using a fusion of the economic model of supply and demand and an ecological theory of social groups. I argue that competition between different occupations for similar workers is a key element in determining the amount of labor supplied to occupations, and therefore also determines wages. The model places occupational groups in niches within a social space composed of the sociodemographic dimensions of age, education, race, and gender. Occupations compete in their niches for members with other occupations in the niche. High levels of competition lead to lower levels of supply, and, therefore, higher wages. This approach challenges a key assumption of current approaches to wage determination, namely that human capital dimensions are the only dimensions relevant to wage outcomes, and that the effect of these dimensions is constant and unidirectional. I address several lacuna evident in previous work. The model I present is the first truly structural model of occupational interdependence. The model treats the set of occupations holistically, as a interdependent system, rather than independently. In addition, I introduce price into the theory of community ecology, which has been heretofore ignored in this work. Finally, this dissertation presents a theory which may explain the so called dual labor market wage effect. Data is taken from nine consecutive years of the Current Population Survey (1983-1991). I estimate the rate of change of supply and demand in the occupational labor market using a simultaneous equations model which incorporates the effect of competition along multiple social dimensions. I estimate both unidimensional effects of competition along age and education and multidimensional effects of competition along age, education, race, and gender simultaneously.

No description available.

<p> Servant leadership is one leadership philosophy, which addresses the concerns of ethics, customer experience, and employee engagement while creating a unique organizational culture where both leaders and followers unite to reach organizational goals without positional or authoritative power. With employees viewed as one of the greatest assets for organizations, maintaining loyal, productive employees while balancing profits becomes a challenge for leaders, and drives the need to understand employee engagement drivers. The experiences of 11 employees and two managers from Celebration Restaurant in Dallas, Texas explored the qualitative phenomenological study of servant leadership and its influence on employee engagement. The modified van Kaam method contributed to data analysis, which examined manager and employee responses for comparison and assessment. The themes that emerged from interviews and focus groups found were:</p><p> 1. Servant Leader Experience;</p><p> 2. Why People Stay at Celebration;</p><p> 3. Servant Leader Traits;</p><p> 4. Impact of Servant Leadership;</p><p> 5. Application of Servant Leadership.</p><p> The themes revealed servant leadership positively influences employee engagement while contributing to employee loyalty to the workplace. Based on the servant leader experience, participants were more committed, built healthy work relationships, and actively participated in achieving organizational goals.</p>