01402pab a2200157 454500008004000000100002700040245009900067260000900166300001400175362001100189520095000200650003201150700001901182700001901201773002401220180718b2001   xxu||||| |||| 00| 0 eng d  aColvin, Alexander J.S.  aHow high performance human resource practices and workforce unionization affect managerial pay  c2001  ap.903-34.  aWinter  aUsing data from a nationally representative sample of telecommunications establishments, this study finds that HR practices and workforce unionization influence managerial pay levels and the ratio of manager-to-worker pay.  High performance HR practices, including investment in the skills of the workforce, in computer-based technologies and in performance-based worker pay practices, are all positively related to managerial pay; but the use of workforce teams, which shift some managerial responsibilities to workers, has the opposite association.  High performance HR practices also are associated with lower manager-to-worker pay differentials.  In addition, workforce unionization is positively associated with manager-to-worker pay differentials.  In addition, workforce unionization is positively associated with managerial pay levels, with worker base pay mediating the relationship between managers' pay and unionization. - Reproduced.  aHuman resources development  aKatz, Harry C.  aBatt, Rosemary  aPersonnel Pschology