Show simple item record

dc.contributor.authorUwe Jirjahn
dc.contributor.authorMarie-Christine Laible
dc.contributor.authorJens Mohrenweiser
dc.date.accessioned2023-12-19T00:57:16Z
dc.date.available2023-12-19T00:57:16Z
dc.date.issued2023
dc.identifier.urihttps://thuvienso.hoasen.edu.vn/handle/123456789/14650
dc.description.abstractBloom and Van Reenen (2007) have suggested an index of best management practices capturing three broad areas: monitoring, targets and incentives. However, it is an open question whether the functioning of these practices depends on contextual factors. From a theoretical view point, the management practices involve both productive and dysfunctional effects. We hypothesize that the relative strength of these effects depends on the industrial relations climate. Works councils help management practices live up to their potential by building long-term employer-employee cooperation. Our empirical analysis uses panel data from the German Management and Organizational Practices survey to examine this hypothesis. Applying a reformulated version of the Mundlak estimator, we disentangle short-term and sustaining productivity effects of the management prac tices. Our results show that the incidence of a works council specifically strengthens the sustaining productivity effect of the practicesvi
dc.language.isoenvi
dc.publisherJohn Wiley & Sons Ltdvi
dc.relation.ispartofseriesHuman Resource Management Journal 2023;1–19.
dc.subjectmonitoringvi
dc.subjectincentivesvi
dc.subjectproductivityvi
dc.titleManagement practices and productivity: Does employee representation play a moderating role?vi
dc.typeArticlevi


Files in this item

Thumbnail

This item appears in the following Collection(s)

Show simple item record