Betriebliche Bündnisse für Arbeit - Gratwanderung zwischen Tarifbruch und Tariftreue

Berthold, Norbert; Brischke, Marita; Stettes, Oliver

doi:10.1515/9783110505566-010

Cited by 9 publications

(3 citation statements)

References 12 publications

(7 reference statements)

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“…Consequently, employer and employees should try to find strategies to avoid layoffs (Krogh and Kameny, 2002). The consequences of a crisis for the firm and its employees can be reduced by a firm-level job alliance (''betriebliches Bündnis für Arbeit''), i.e., by a renegotiation of working conditions (Berthold et al, 2003). Job alliances are collective contracts between the management and the employees, which include, following efficient bargaining models, agreements about wages and working time as well as about the level of employment.…”

Section: Hypothesesmentioning

confidence: 99%

The Perceived Fairness of Layoffs in Germany: Participation, Compensation, or Avoidance?

Pfeifer

2006

J Bus Ethics

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This study analyses to what extend and under what circumstances layoffs are accepted in Germany. Principles of distributive justice and rules of procedural justice form the theoretical framework of the analysis. Based on this, hypotheses are generated, which are tested empirically in a telephone survey conducted between East and West Germans in 2004 (nÂ =Â 3036). The empirical analysis accounts for the different points of views of implicated stakeholders and impartial spectators. Key findings are: (1) The management of a company can increase the acceptance of layoffs if the employees get some participation rights. (2) For impartial spectators generous compensation for those made redundant leads to a higher degree of perceived fairness. But job alliances are not even preferred to layoffs without measures to soften the blow of job loss. (3) Implicated stakeholders accept job alliances and perceive wage cuts as more fair than layoffs. However, compensation does not have the expected impact. Copyright Springer Science+Business Media, Inc. 2007distributive justice, downsizing, fairness, job alliance, layoffs, procedural justice, severance pay, works councils, D63, J63, M12, M51,

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Section: Hypothesesmentioning

confidence: 99%

The Perceived Fairness of Layoffs in Germany: Participation, Compensation, or Avoidance?

Pfeifer

2006

J Bus Ethics

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“…In return, the management commits itself not to retrench employees, thereby providing a higher level of job security (cf. Berthold et al 2003). In these innovation contracts, the exchange of innovation-relevant resources between employees and organizations are defined by a formal contractual agreement.…”

Section: Managerial Implicationsmentioning

confidence: 99%

Innovative Behavior and the Reciprocal Exchange between Employees and Organizations

Pundt¹,

Martins²,

Nerdinger³

2010

German Journal of Human Resource Management

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In this study, we investigated if employees' innovative behavior can be explained in terms of social exchange between employees and organizations. We developed a research model based on the Organizational Support Theory (Eisenberger et al. 1986). The model explains how innovative behavior among employees arises out of a feeling of being obligated, vis-á-vis the organization, to provide innovation-relevant contributions. It is presumed that this feeling of obligation is the result of perceived organizational support (POS), in so far as the organization provides resources relevant to innovation. Furthermore, we presume that the effect which these provided resources have on POS is moderated by the organization's obligation to provide them. The model was examined with the help of Structural Equation Models, by way of data from a questionnaire study (N = 461). The results confirm the proposed hypotheses to a large extent. Only the moderator effect remained unsubstantiated. Innovatives Verhalten und der wechselseitige Austausch zwischen Mitarbeitern und OrganisationenIn unserer Studie untersuchen wir, ob innovatives Verhalten der Mitarbeiter durch den Austausch zwischen den Mitarbeitern und der Organisation erklärt werden kann.

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“…Wie bspw. beiBerthold/Brischke/Stettes (2003) eingehend erläutert, ist massiver Widerstand der Funktionsträger bei den Arbeitgeberverbänden wie bei den Gewerkschaften zu erwarten. Die Abgabe bzw.…”

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Wann ist der Übergang zur Gewinnbeteiligung anreizkompatibel?

Michaelis¹

2008

WIST

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Ökonomen werden nicht müde zu betonen, dass ein Lohnsystem mit erfolgsabhängiger Lohnkomponente einem reinen Fixlohnsystem vorzuziehen sei-und zwar aus Sicht aller Beteiligten. Dennoch spezifizieren lediglich rund 9 Prozent der deutschen Unternehmen den Lohn ihrer Beschäftigten als Funktion des Unternehmensgewinns (vgl. IAB, 2006). Dieser Beitrag befasst sich mit den Gründen, warum ein an sich paretosuperiores Beteiligungssystem nicht gewählt wird. Es werden vier Bedingungen identifiziert, die für einen anreizkompatiblen Übergang simultan erfüllt sein müssen.

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Betriebliche Bündnisse für Arbeit - Gratwanderung zwischen Tarifbruch und Tariftreue

Cited by 9 publications

References 12 publications

The Perceived Fairness of Layoffs in Germany: Participation, Compensation, or Avoidance?

The Perceived Fairness of Layoffs in Germany: Participation, Compensation, or Avoidance?

Innovative Behavior and the Reciprocal Exchange between Employees and Organizations

Wann ist der Übergang zur Gewinnbeteiligung anreizkompatibel?

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