Suchergebnisse

Around the time of their adoption, reformers argued pensions would help encourage public employees to retire rather than remain in their jobs indefinitely. However, the significance of specific pension policies for retirements within numerous plans is not well-known. Using new data on service retirements from 81 state-employee defined-benefit plans between 2001 and 2019, I examine pensions' relationship with retirements, while also accounting for other variables that might matter. The results indicate that early retirement incentives, relaxed post-retirement work restrictions, and higher employee pension contributions are all associated with more retirements, while increased employer contributions and cost-of-living adjustments are associated with fewer. As governments continue to consider fiscal reforms to retirement plans, they also should keep their personnel needs and pensions' relationships with them in mind.

Investigates patterns of employer benefit provisions found in the 1991 National Organizations Study, hypothesizing that the greater the organizational capacity of an establishment & employee demand, & the more unpredictable the organization's environments, the more extensive will be its benefit provisions. Analysis indicates that greater organizational capacity & environmental competition are the strongest predictors of more extensive benefit provisions, while employee demand, as measured by workforce composition & unionization, is not strongly associated with these provisions. Most benefits packages are bundled in the form of employee-centered &, more recently, family-welfare provisions, while relatively few benefits include cash-stock-profit participation. Future research requires a longitudinal dimension that produces more information about the scope of worker coverage within organizations over time. 6 Tables, 1 Appendix. D. M. Smith

To meet the future needs of employees and employers, the author recommends that employers take a two-pronged approach: review employee benefit objectives and urge Congress to maintain a stable legislative environment.

A program that employees use and trust to resolve complaints is one of the strongest union repellents an employer can have. There are different ways to achieve this; selecting which one is appropriate for a particular company and workforce depends on many variables. These are some types of complaint procedures that may be considered for this purpose.

There has been a considerable amount of interest in employee share
ownership schemes in the last few years, and this has been mirrored by
an increase in publications relating to the subject. However, the
authors argue that this literature leaves much to be desired, in
particular in its implicit assumption that management and employee
interests will converge with share ownership. The evidence from two of
their case studies indicates a divergence between management objectives
and employee responses. It also suggests that trade union attitudes to
share ownership may be changing as well.

Employee commitment has been extensively researched by academics. Theories about commitment towards the organisation have enjoyed much interest. The concept is a central part of HR models. Research to date, however, has not examined the extent to which such "academic" perspectives are compatible with the views of practitioners. Hence, this research establishes practitioner's understanding of employee commitment in a variety of UK private sector organisations. The findings of a national survey, distributed to 300 HRM managers (response rate 32 per cent), indicate a wide recognition of the desirability and benefits of commitment, but clear disparity between the way academics and practitioners conceptualise and measure it. Despite the variety of formal measuring tools available, organisational monitoring of commitment can be described as ad hoc and subjective. We conclude that the subjective approach adopted by practitioners could inform the approaches of academics just as the structured "objective" approaches of academics should inform practitioners.

Mode of access: Internet. ; Small private establishments and state and local government surveyed in even-numbered years, medium and large private establishments surveyed in odd-numbered years.

In the public sector, employment may be inefficiently high because of patronage, and wages may be inefficiently high because of public employee interest groups. This paper explores whether the initiative process, a direct democracy institution of growing importance, ameliorates these political economy problems. In a sample of 650+ cities, I find that when public employees cannot bargain collectively and patronage could be a problem, initiatives appear to cut employment but not wages. When public employees bargain collectively, driving up wages, the initiative appears to cut wages but not employment. The employment-cutting result is robust; the wage-cutting result survives some but not all robustness tests. (JEL D72, J31, J45, J52)