Do Startups Provide Employment Opportunities for Disadvantaged Workers?
Daniel Fackler, Michaela Fuchs, Lisa Hölscher, Claus Schnabel
IZA Discussion Paper Series,
forthcoming
Abstract
This paper analyzes whether startups offer job opportunities to workers potentially facing labor market problems. It compares the hiring patterns of startups and incumbents in the period 2003 to 2014 using administrative linked employer-employee data for Germany that allow to take the complete employment biographies of newly hired workers into account. The results indicate that young plants are more likely than incumbents to hire older and foreign applicants as well as workers who have instable employment biographies, come from unemployment or outside the labor force, or were affected by a plant closure. However, an analysis of entry wages reveals that disadvantageous worker characteristics come along with higher wage penalties in startups than in incumbents. Therefore, even if startups provide employment opportunities for certain groups of disadvantaged workers, the quality of these jobs in terms of initial remuneration seems to be low.
Read article
State Enforceability of Noncompete Agreements: Regulations that Stifle Productivity!
S. Anand, Iftekhar Hasan, P. Sharma, Haizhi Wang
Human Resource Management,
No. 1,
2018
Abstract
Noncompete agreements (also known as covenants not to compete [CNCs]) are frequently used by many businesses in an attempt to maintain their competitive advantage by safeguarding their human capital and the associated business secrets. Although the choice of whether to include CNCs in employment contracts is made by firms, the real extent of their restrictiveness is determined by the state laws. In this article, we explore the effect of state‐level CNC enforceability on firm productivity. We assert that an increase in state level CNC enforceability is detrimental to firm productivity, and this relationship becomes stronger as comparable job opportunities become more concentrated in a firm's home state. On the other hand, this negative relationship is weakened as employee compensation tends to become more long‐term oriented. Results based on hierarchical linear modeling analysis of 21,134 firm‐year observations for 3,027 unique firms supported all three hypotheses.
Read article
The Minimum Wage Effects on Skilled Crafts Sector in Saxony-Anhalt
Hans-Ulrich Brautzsch, Birgit Schultz
IWH Discussion Papers,
No. 31,
2017
Abstract
This paper examines the effects of the minimum wage introduction in Germany in 2015 on the skilled crafts sector in Saxony-Anhalt. Using novel survey data on the skilled crafts sector in Saxony-Anhalt, we examine three questions: (1) How many employees are affected by the minimum wage introduction in the skilled crafts sector in Saxony- Anhalt? (2) What are the effects of the minimum wage introduction? (3) How have firms reacted to wage increase? We find that about 8% of all employees in the skilled crafts sector in Saxony-Anhalt are directly affected by the minimum wage introduction. A difference-in-difference estimation reveals no significant employment effects of the minimum wage introduction. We test for alternative adjustment strategies and observe a significant increase of output prices.
Read article
Measuring Indirect Effects of Unfair Employer Behavior on Worker Productivity – A Field Experiment
Matthias Heinz, Sabrina Jeworrek, Vanessa Mertins, Heiner Schumacher, Matthias Sutter
Abstract
We present a field experiment in which we set up a call-center to study how the productivity of workers is affected if managers treat their co-workers in an unfair way. This question cannot be studied in long-lived organizations since workers may change their career expectations (and hence effort) when managers behave unfairly towards co-workers. In order to rule out such confounds and to measure productivity changes of unaffected workers in a clean way, we create an environment where employees work for two shifts. In one treatment, we lay off parts of the workforce before the second shift. Compared to two different control treatments, we find that, in the layoff treatment, the productivity of the remaining, unaffected workers drops by 12 percent. We show that this result is not driven by peer effects or altered beliefs about the job or the managers’ competence, but rather related to the workers’ perception of unfair behavior of employers towards co-workers. The latter interpretation is confirmed in a survey among professional HR managers. We also show that the effect of unfair behavior on the productivity of unaffected workers is close to the upper bound of the direct effects of wage cuts on the productivity of affected workers. This suggests that the price of an employer’s unfair behavior goes well beyond the potential tit-for-tat of directly affected workers.
Read article
Indirect Effects of Unfair Employer Behaviour on Workplace Performance
Matthias Heinz, Sabrina Jeworrek, Vanessa Mertins, Heiner Schumacher, Matthias Sutter
VOX CEPR's Policy Portal,
2017
Abstract
Any organisation that needs to restructure, cut wages, or make layoffs needs to know how the employees who are not affected will respond. This column presents a field experiment which revealed that the perception that employers are unfair – in this case, as a result of layoffs – reduces the performance of employees who have not been not directly affected. As part of the experiment, experienced HR managers were able to successfully anticipate the consequences of unfair employer behaviour on unaffected workers.
Read article
Why is there Resistance to Works Councils in Germany? An Economic Perspective
Steffen Müller, Jens Stegmaier
Abstract
Recent empirical research generally finds evidence of positive economic effects of works councils, for example with regard to productivity and – with some limitations – to profits. This makes it necessary to explain why employers’ associations have reservations against works councils. On the basis of an in-depth literature analysis, we show that beyond the generally positive findings, there are important heterogeneities in the impact of works councils. We argue that those groups of employers that tend to benefit little from employee participation in terms of productivity and profits may well be important enough to shape the agenda of their employers’ organisation and even gained in importance within their organisations in recent years. We also discuss the role of deviations from profit-maximising behaviour like risk aversion, short-term profit maximisation, and other non-pecuniary motives, as possible reasons for employer resistance.
Read article
26.09.2017 • 34/2017
Meaningless Work Threatens Employees’ Job Performance
Employees show a significant decline in exerted effort when they are informed about the futility of a task already done. As the results of an experiment conducted by Sabrina Jeworrek from the Halle Institute for Economic Research (IWH) and co-authors show, meaningless work causes anger and disappointment, and can negatively affect employees' later motivation. However, employees seem to “forgive” their employer for cancelling a project if another and still valid purpose is credibly communicated.
Sabrina Jeworrek
Read
Works Councils and Other Plant-specific Forms of Employee Participation – Substitutes or Complements?
Stefan Ertelt, Boris Hirsch, Claus Schnabel
Industrielle Beziehungen,
No. 3,
2017
Abstract
Der Beitrag untersucht anhand des IAB-Betriebspanels (2004-2013) die Verbreitung, Entwicklung und Interdependenz von Betriebsräten und anderen, meist betriebsinitiierten Formen der Mitarbeitervertretung (wie z.B. Runde Tische). In der Privatwirtschaft sind Betriebsräte gleich häufig zu finden wie andere Mitarbeitervertretungen, doch kommt eine gleichzeitige Existenz beider Gremien in einem Betrieb kaum vor. Ökonometrische Analysen mit rekursiven Probit-Modellen verdeutlichen, dass z.T. unterschiedliche Faktoren das Vorhandensein dieser alternativen Formen der Mitarbeitervertretung erklären und dass bezüglich ihrer Existenz, Gründung und Auflösung Betriebsräte und andere Mitarbeitervertretungen negativ miteinander korrelieren. Dies deutet darauf hin, dass zwischen beiden Formen der Arbeitnehmerpartizipation eine überwiegend substitutive Beziehung besteht.
Read article
Meaningless Work Threatens Job Performance
Adrian Chadi, Sabrina Jeworrek, Vanessa Mertins
LSE Business Review,
2017
Abstract
Open, transparent communication across the organisation is generally associated with improved employee motivation and organisational outcomes. For supervisors, the question arises how to deal with rather inconvenient information, such as in the case of a project failure. Informing employees after significant investments of time and effort might lead to negative effects on subsequent work motivation, one could argue. To identify a causal relationship between the meaning of previously completed work and workers’ subsequent work performance, we exploited a natural working environment in which the loss of the job’s meaning occurred as a matter of fact. At the same time, it was possible to credibly guide only part of the workforce to believe in the sudden loss of meaning by conducting a controlled experiment.
Read article
When the Meaning of Work Has Disappeared: Experimental Evidence on Employees’ Performance and Emotions
Adrian Chadi, Sabrina Jeworrek, Vanessa Mertins
Management Science,
No. 6,
2017
Abstract
This experiment tests for a causal relationship between the meaning of work and employees’ motivation to perform well. The study builds on an existing employer–employee relationship, adding realism to the ongoing research of task meaning. Owing to an unexpected project cancelation, we are able to study how varying the information provided about the meaning of previously conducted work — without the use of deception, but still maintaining a high level of control — affects subsequent performance. We observe a strong decline in exerted effort when we inform workers about the meaninglessness of a job already done. Our data also suggests that providing a supplemental alternative meaning perfectly compensates for this negative performance effect. Individual characteristics such as reciprocal inclinations and trust prompt different reactions. The data also show that the meaning of work affects workers’ emotions, but we cannot establish a clear relationship between emotional responses and performance.
Read article
