000			01453pab a2200181 454500
008			180718b2001 xxu||||| |||| 00| 0 eng d
100			_aColvin, Alexander J.S.
245			_aHow high performance human resource practices and workforce unionization affect managerial pay
260			_c2001
300			_ap.903-34.
362			_aWinter
520			_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.
650			_aHuman resources development
700			_aKatz, Harry C.
700			_aBatt, Rosemary
773			_aPersonnel Pschology
909			_a53394
999			_c53394 _d53394