Job-Saving Strategies: Worker Buyouts and QWL

Hochner, Arthur; Granrose, Cherlyn Skromme; Goode, Judith; Appelbaum, Eileen; Simon, Elaine

doi:10.17848/9780880995924

Cited by 8 publications

(9 citation statements)

References 14 publications

(19 reference statements)

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“…Employees may be offered an equity stake as part of a broader attempt to elicit employee commitment, as in the case of the National Freight Corporation (Bradley and Najed 1989). In many employee buyouts, workers use their redundancy payments to purchase a workplace from a parent company in financial difficulty in order to save employment (Bradley and Gelb 1985;Hochner et al 1988;Wright and Coyne 1985); the case of the Tower Colliery in the UK is a recent well-known example (Waddington et al 1998). A high degree of employee share-ownership in MEBOs is likely to encourage an investment approach towards HRM.…”

Section: Management Buyouts and Human Resource Managementmentioning

confidence: 99%

Management Buyouts and Human Resource Management

Bacon

Wright

Demina

2004

Brit J Industrial Rel

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This paper reports the findings from a survey of the effects of management buyouts on human resource management (HRM). Buyouts resulted in increased employment, the adoption of new reward systems, and expanded employee involvement. These developments support the resource-based view that buyouts develop internal assets over agency theory predictions that managers will adopt a cost reduction approach. The type of buyout influences the subsequent development of HRM. Buyouts report more commitment-orientated employment policies where employees own shares, and where the buyout pursues a 'buy and build' corporate strategy and adopts a business strategy of enhancing customer service and developing markets. Copyright Blackwell Publishing Ltd/London School of Economics 2004.

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Section: Management Buyouts and Human Resource Managementmentioning

confidence: 99%

Management Buyouts and Human Resource Management

Bacon

Wright

Demina

2004

Brit J Industrial Rel

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“…Two sets of research groups of faculty members in social sciences and humanities focused on the material, social and ethical eff ects of plant-closings and produced conferences, media coverage and two books (Raines et al 1982;Hochner et al 1988). …”

Section: Philadelphia Public Anthropology: 1970 To 1990mentioning

confidence: 99%

Producing Knowledge for Public Use: New Challenges in the U.S. Academy

Goode¹

2009

Anthropology in Action

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This essay examines changing practices of public anthropology in terms of their relationship to the political economic processes of global capitalism and neoliberalism as well as changes in the position of anthropology within a hierarchy of knowledge-producing disciplines. Examining my own experiences in diff erent historic regimes, I argue that today's call for a public or engaged anthropology partially confl ates two contradictory processes: the drive to raise the value of disciplinary expertise and stake a claim to authority in the world of policy elites located in the state, media and academy; and the drive to use contemporary theories and methods to off er cogent critiques of the very institutions which are gatekeepers for public knowledge. We o en fi nd ourselves examining actors in the same professionalized se ings in which we ourselves are situated and within which we seek more authority. I argue that we should continue to work on two tracks simultaneously with serious analysis of their contradictions. While we conform to dominant public questions, producing knowledge in ways that fi t mainstream formats of communication, we must also invest signifi cant eff ort in fi nding ways to help audiences reframe urgent issues by working to be er convey contextualized understandings of how power and politics work through sociocultural processes. As a result, we will become more mindful of the specifi c structural constraints and cultural processes which work against broadening and reframing popular understandings.

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“…(p. 31). In fact, Hochner, Granrose, Goode, Simon, and Applebaum (1988), in their discussion of retail food store economic outcomes, argue that unit labor costs are conceptually very closely related to productivity.…”

Section: The Future For Tiersmentioning

confidence: 99%

Two-Tier Compensation Structures: Their Impact on Unions, Employers, and Employees.

Mitchell¹,

Martin²,

Heetderks³

1992

Industrial and Labor Relations Review

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This book examines in detail the impact of tiered compensation structures on unions, employers, and employees. (Tiered compensation structures are defined as pay systems in which employees who start working or change jobs in a company after a certain date receive a lower rate of pay than employees who were doing the same or similar jobs before that date.) Chapters 1 and 2 introduce tiers and describe their role in the United States industrial relations system. Chapter 3 includes a detailed discussion of labor-management relations in the retail food industry and the competitive pressures that led to the implementation of tiers. Chapter 4 discusses the historical and environmental factors that led to the implementation and maintenance of tiers at Mayway Food Market Company. Employees at the Mayway Company (a fictitious name) were surveyed. Chapter 5 describes the sample and the methodology used in the survey. Both Chapter 6 (which examines the research questions) and chapter 7 (which examines the hypotheses) concern the perceptions of rank-and-file employees at Mayway and build upon the previous research and literature on tiers. The final chapter advances five propositions that appear generalizable to other mature tiered employment settings. It also examines the relative costs and benefits of maintaining tiers at Mayway and the generalizability of the Mayway experience and concludes with a perspective on the future of tiers. Appendices contain survey items and response fc-mats, scales used, and a brief discussion of tiers and store productivity. A 153-item bibliography and an index conclude the volume. (KC) U E. DEPARTMENT Mee el EIMhonal Rum IIMMImat EDUCATIONAL RESOURCI DOMATION CENTER (ERN.' 4 The jormnont Ms bon dootoopcod M rocoreod 1tOm Ina Dimon Or erganitation angimung PREFACE The basis for this monograph grew from my efforts to explore employee attitudes toward new labor-management issues. As a result of those efforts over the past few years, I became increasingly aware of both the controversy surrounding tiered compensation systems and the relationship between tiers and employee attitudes. Given plethora of articles concerning tiers and the differing opinions expressed, I saw a need for a comprehensive treatment such as this to summarize what others have stated and to assess the long-term impact of tiers at one company. The project was made possible by the primary financial sponsorship of the W.E. Upjohn Institute for Employment Research. Also, substantial support was received from my ANR Pipeline Company Business Administration Fellowship. The following units within Wayne State University provided additional support: the Master of Arts in Industrial Relations program, the School of Business Administration, and the College of Urban, Labor, and Metropolitan Affairs. Administrative assistance was received from a number of units on campus, but particularly from the Center for Urban Studies and from my departnient, the Department of Management and Organization Sciences, whose able secretary, Dawn Havard, coor...

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Job-Saving Strategies: Worker Buyouts and QWL

Cited by 8 publications

References 14 publications

Management Buyouts and Human Resource Management

Management Buyouts and Human Resource Management

Producing Knowledge for Public Use: New Challenges in the U.S. Academy

Two-Tier Compensation Structures: Their Impact on Unions, Employers, and Employees.

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