Is Job Stability Declining in the U.S. Economy?

Swinnerton, Kenneth A.; Wial, Howard

doi:10.1177/001979399504800206

Cited by 122 publications

(49 citation statements)

References 4 publications

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“…2 In an analysis of current population statistics (CPS) tenure supplements for , 1987, Diebold, Neumark, and Polsky (1994 showed that there was a decline in the retention rates of black relative to white workers, whereas all other subgroups experienced no such declines. According to Swinnerton and Wial (1995), retention, as a function of tenure, has an inverted-U shape for both black and white workers and for workers in nonprofessional services, a category that includes the entertainment industry. Their study covers the 1979-1991 period and uses the CPS tenure supplements from 1979, 1981, 1983, 1987, and 1991.…”

Section: Introductionmentioning

confidence: 99%

The NBA, Exit Discrimination, and Career Earnings

Hoang

Rascher

1999

Industrial Relations

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The purpose of this article is threefold. First, it complements the many wage discrimination studies by examining exit discrimination in the NBA using a decade's worth of data (the 1980s). White players have a 36 percent lower risk of being cut than black players, ceteris paribus, translating into an expected career length of 7.5 seasons for an apparently similar player who is white and 5.5 seasons for the same player who is black. Second, the career earnings effect of exit discrimination in the 1980s is larger ($808,000) than the career earnings effect of wage discrimination ($329,000). Third, our data are consistent with the hypothesis that customer racial discrimination is the reason for the observed exit discrimination.

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Section: Introductionmentioning

confidence: 99%

The NBA, Exit Discrimination, and Career Earnings

Hoang

Rascher

1999

Industrial Relations

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“…Recent anecdotal evidence from academic treatises and media accounts indicate that, with regard to layoffs, which are typically based on the discretionary judgment of employers (Cornfield, 1983;McCune et al, 1988), African Americans "do not have opportunities to demonstrate their value to employers" (McCune et al, 1988:148) and have to work "twice as hard" to avoid "getting the axe" (Zwerling and Silver, 1992:655). If accurate, these statements indicate that African Americans are relatively susceptible to "negative stratificationbased events" (Featherman and Hauser, 1978) which, even if temporary, have long-lasting consequences, such as delaying the timing (Fairlie and Kletzer, 1998;Leana and Feldman, 1995;Root, 1988) and reducing the level of socioeconomic rewards over the career (Golden, 1992;Mouw, 2000;Swinnerton and Wial, 1995).…”

mentioning

confidence: 99%

Race and Loss of Privilege: African American/White Differences in the Determinants of Job Layoffs From Upper-Tier Occupations

Wilson

McBrier

2005

Sociol Forum

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Data from the Panel Study of Income Dynamics supports predictions from the minority vulnerability thesis concerning the determinants of job layoffs among African Americans and Whites who work in upper-middle-class occupations. Specifically, after controlling for seniority, layoffs for AfricanAmericans are relatively unstructured by traditional stratification-based causal factors, namely, background socioeconomic status, human-capital credentials, and job/labor market characteristics. Analyses also indicate that racial differences in the determinants of layoffs are more pronounced in nonservice-based than service-based firms in the private sector and in the private sector relative to the public sector.KEY WORDS: job layoffs; workplace; racial inequality.In the last decade and a half, a developing line of sociological research on racial stratification in the workplace has focused on African Americans and Whites who occupy relatively privileged positions in the American occupational structure (for reviews see Patillo-McCoy, 1999; Wilson et al., 1999). This research has shed light on the dynamics of inequality among a growing segment of the increasingly differentiated African American population. Sociologists have documented that in recent decades African Americans have increased their representation in upper-tier occupational categories-namely, those that include managers, executives,

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“…The issue of job stability perhaps first gained notoriety among industrial and labor relations scholars concerned about the apparent structural displacement of workers in the U.S. economy during the 1970s and 1980s (Carter 1988;Hall 1982;Osterman 1988;Swinnerton and Wial 1995;Ureta 1992). Perhaps using Japan as a model, Weitzman (1984) hypothesized that "share economies," in which most firms pay a significant proportion of worker compensation based on firm performance (i.e., profit sharing), would experience lower rates of unemployment and lower variability of aggregate levels of employment.…”

Section: Employment Stabilitymentioning

confidence: 99%

The Influence of Board Monitoring, Executive Incentives, and Corporate Strategy on Employment Stability

Grossman

2009

Employ Respons Rights J

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This study examines the effects of corporate governance and diversification strategy on organizational employment stability. Calls for reform in the governance of public corporations have led to the adoption of practices that render senior executives more accountable to shareholders. However, the extant corporate governance literature suggests that mechanisms which make managers more accountable to shareholders might introduce a short-term bias to top managers' decision-making. Arguing that employment stability reflects a long-term decision-making orientation, results of this study show that firms with boards comprised of a greater proportion of independent, or "outside," directors have lower levels of aggregate employment stability. In contrast, findings indicate that more diversified firms tend to have higher levels of aggregate employment stability. suggests that historically, successful organizations are characterized by relatively high levels of employment security. When workforces are relatively free from the fear of sudden termination, higher organizational performance, including financial performance, is thought to result from greater innovation, flexibility, trust, communication, cooperation, and organizational commitment on the part of employees. Rather than employment security however, contemporary organizations seem to have a greater proclivity for actions such as "downsizing," or the planned reduction in

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Is Job Stability Declining in the U.S. Economy?

Cited by 122 publications

References 4 publications

The NBA, Exit Discrimination, and Career Earnings

The NBA, Exit Discrimination, and Career Earnings

Race and Loss of Privilege: African American/White Differences in the Determinants of Job Layoffs From Upper-Tier Occupations

The Influence of Board Monitoring, Executive Incentives, and Corporate Strategy on Employment Stability

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