The Effects of Union Membership on Wages and Employee Benefits: The Case of Australia

Kornfeld, Robert

doi:10.1177/001979399304700109

Cited by 31 publications

(24 citation statements)

References 21 publications

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“…However, they do not report any overall public-private wage differentials which includes controls for union membership, so it is difficult to see if it is nonunion public sector workers who are doing very well (spillover effects from the unionised workers) or if it is the public sector union members earning less than private sector union members, which accounts for the differences in premiums. Kornfeld's (1993) study of Australian union wage premiums finds that the union premium is primarily a characteristic in the private sector. He concludes that Australian public sector unions tend to raise wages for all employees in the public sector.…”

Section: Double Equation Resultsmentioning

confidence: 99%

“…Katz and Krueger (1991) 16. Kornfeld (1993) 1948-1988 Fixed effects by gender and sector. Also includes nonwage benefits in regressions.…”

Section: Continuedmentioning

confidence: 99%

“…However, as is well known in the literature on union wage premiums, if there is no correction for selection into unionisation, the coefficients on the wage equations may well be biased. 20 Robinson and Tomes (1984) and Kornfeld (1993) estimate Double Equation wage models with sample selection corrections for selection into union status. While Robinson and Tomes use the standard Heckman (1979) or Lee (1978) selection correction, Kornfeld, using panel data, estimates a mover-stayer model where workers move in and out of union jobs.…”

Section: Continuedmentioning

confidence: 99%

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The Central Government‐Private Sector Wage Differential

Bender

1998

Journal of Economic Surveys

105

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Since Ehrenberg and Schwarz (1986) there has been a plethora of articles investigating the relationship between public and private sector wages. This article examines part of this post 1986 literature by reviewing articles that examine central government-private sector wage differentials. In sum, most articles find that there is a premium paid to central government workers, although the premium has declined in recent years. In developing countries, however, the differential is usually negative. Women and minorities tend to do better in the public sector relative to their private sector counterparts. The evidence on union premiums between sectors is mixed, although the premium tends to be higher in the private sector. However public sector union workers do not do much better than private sector union members. The magnitude of all of the wage differentials discussed are sensitive to the estimation technique and data source used. The most common explanation for the public sector wage premium is economic rent accruing to government workers, although the public sector wage determination literature suggests that the differential is due to returns to political and 'vote producing' activities not relevant in the private sector.

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Section: Double Equation Resultsmentioning

confidence: 99%

“…Katz and Krueger (1991) 16. Kornfeld (1993) 1948-1988 Fixed effects by gender and sector. Also includes nonwage benefits in regressions.…”

Section: Continuedmentioning

confidence: 99%

Section: Continuedmentioning

confidence: 99%

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The Central Government‐Private Sector Wage Differential

Bender

1998

Journal of Economic Surveys

105

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“…In the meanwhile, the employee needs to pay 8% of his monthly wage for the pension, 2% for the medical benefits, 0.5% for the unemployment insurance, 0.8% for the work-related injury insurance and maternity insurance, and 10% for the housing subsidy. Freeman (1984Freeman ( , 1985, Swidinsky and Kupferschmidt (1991), Fosu (1993), Kornfeld (1993, Montgomery andShaw (1997), andBudd (2004), among others.…”

Section: Union Effects On Employment Relationsmentioning

confidence: 99%

Union effects on performance and employment relations: Evidence from China

Lu¹,

Tao²,

Wang³

2010

China Economic Review

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Abstract:This paper empirically studies union effects on the performance of, and employment relations in, China's private enterprises. The study finds a positive and statistically significant union effect on labor productivity, but not on profitability. It further finds that unions lead to better employee benefits and increased contract signing in employment. These findings suggest that, in the era of transition from a centrally planned to a market economy, unions in China's private enterprises do promote workers' interests as unions do in other economies. And they do that without abandoning their traditional role of harmonizing employment relations, as required by the Party.

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“…La syndicalisation est associée positivement à une politique de rémunération de leadership, à la transparence et à la dé-centralisation, et négativement à la rémunération incitative. Les syndicats, par l'entremise de la négociation collective, influenceraient le salaire moyen d'une entreprise (Kornfeld 1993) et standardiseraient les politiques salariales de manière à réduire les disparités entre les employés. Les entreprises fortement syndiquées seraient moins portées vers le risque et la performance individuelle étant donnée l'importance de l'ancienneté comme critère d'augmentation salariale (Freeman et Kleiner 1990).…”

Section: Discussionunclassified

Le rôle des stratégies externes et internes dans le choix des politiques de rémunération

Chênevert¹,

Tremblay²

2003

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La présente étude, réalisée auprès de 252 entreprises québécoises, a permis de mettre en évidence que les politiques de rémunération sont davantage influencées par les stratégies internes de l’organisation que par leurs stratégies externes. Plus spécifiquement, les entreprises qui préconisent les équipes autonomes de travail, la qualité totale et la gestion participative optent davantage pour des politiques de rémunération orientées vers la performance individuelle et collective, tendent à accorder un pourcentage de bonis plus élevé et à favoriser une plus grande transparence dans leurs mécanismes de gestion. Les résultats montrent également que la présence syndicale joue un rôle déterminant dans le choix des politiques de rémunération.The competitive position of companies is increasingly linked to their capacity to attract and retain competent personnel. Human resources management, in particular compensation, is a crucial component of this quest for competencies. Yet companies must choose between several types of compensation policies. They must determine on which basis to select a policy so as to maximize the effectiveness of the compensation system. These choices may be linked to external strategies of the company, e.g. diversification, differentiation, or internal strategies such as autonomous work teams, total quality and participative management. This article therefore attempts to analyze the extent to which external and internal strategies identified by companies dictate their choice of compensation policies. In other words, do companies that adopt particular external and internal strategies also opt for differentiated compensation policies?The data were collected by a questionnaire mailed to vice-presidents and human resources managers of Quebec companies in competitive sectors. We received 252 usable questionnaires, equal to an 11.4% response rate. The variables have been grouped into four main categories: compensation policies, external strategies, internal strategies and control variables. By means of a multiple regression analysis using the forced entry method we have tested the contribution of each category of variables, thus allowing for verification of the hypotheses formulated. The control variables were entered first in a single block, followed by the external strategies and internal strategies. Utility tests were performed to verify whether the order of entry of the variables influenced the results obtained.The principal findings suggest that internal strategies dictate the choice of compensation policy to a much greater extent than do external strategies. In effect, companies seek above all to create internal coherence among their HR policies and organizational development strategies. For example, companies that rely heavily on autonomous work teams, engage in more participative management and promote quality management have compensation systems that are less traditional and characterized by a greater emphasis on performance, transparency of information provided to employees and, to a lesser ex...

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The Effects of Union Membership on Wages and Employee Benefits: The Case of Australia

Cited by 31 publications

References 21 publications

The Central Government‐Private Sector Wage Differential

The Central Government‐Private Sector Wage Differential

Union effects on performance and employment relations: Evidence from China

Le rôle des stratégies externes et internes dans le choix des politiques de rémunération

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