Bo Chen, Yi-Hsiu Tseng, Ajalavat Viriyavipart, Xuezhi Zhang
In an influential paper, Fang (Public Choice 112: 351–371, 2002) asserts that the exclusion principle discovered by Baye et al. (1993) for all-pay auction does not apply to lottery in the case in which an organizer cares about the aggregate effort. Serena (2017) shows that the exclusion principle still applies to lottery with (sufficiently) homogeneous contestants if the organizer only cares about the effort of the winner. In this paper, we consider a Tullock lottery contest in which contestants' types are binary and stochastic and the two types are significantly different. We find that Fang's (2002) result still holds but Serena's (2017) result does not. Precisely, to increase the expected winner's effort, it is strictly beneficial to exclude all but two contestants if and only if each contestant's probability of being the weak type is small. If the probability is sufficiently high, it is optimal to include all contestants.
{"title":"On the Exclusion Principle in Tullock Contests","authors":"Bo Chen, Yi-Hsiu Tseng, Ajalavat Viriyavipart, Xuezhi Zhang","doi":"10.2139/ssrn.3682662","DOIUrl":"https://doi.org/10.2139/ssrn.3682662","url":null,"abstract":"In an influential paper, Fang (Public Choice 112: 351–371, 2002) asserts that the exclusion principle discovered by Baye et al. (1993) for all-pay auction does not apply to lottery in the case in which an organizer cares about the aggregate effort. Serena (2017) shows that the exclusion principle still applies to lottery with (sufficiently) homogeneous contestants if the organizer only cares about the effort of the winner. In this paper, we consider a Tullock lottery contest in which contestants' types are binary and stochastic and the two types are significantly different. We find that Fang's (2002) result still holds but Serena's (2017) result does not. Precisely, to increase the expected winner's effort, it is strictly beneficial to exclude all but two contestants if and only if each contestant's probability of being the weak type is small. If the probability is sufficiently high, it is optimal to include all contestants.","PeriodicalId":198334,"journal":{"name":"Labor: Personnel Economics eJournal","volume":"50 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114349152","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In today’s business environments, “Does CEO age matters?” still have doubts due to multiple pros and cons associated with the age. Where CEO age has been noted as an influencing element on firm performance. The intervening mechanism that governs direct and indirect effect of CEO age on performance via CEO tenure has remained limited and under researched in the markets of emerging economies. Specifically, test models of this paper suggest that CEO Tenure indirectly influences performance through its direct effect on the link between CEO Age and performance. Results from regression and pairwise correlation analysis confirms the study hypothesis and are consistent with model. In discussion this study traces the implication of results for practice and future research.
{"title":"Does CEO Age Matters? : A Case of an Emerging Economy.","authors":"Sadia E. Cheema","doi":"10.2139/ssrn.3657542","DOIUrl":"https://doi.org/10.2139/ssrn.3657542","url":null,"abstract":"In today’s business environments, “Does CEO age matters?” still have doubts due to multiple pros and cons associated with the age. Where CEO age has been noted as an influencing element on firm performance. The intervening mechanism that governs direct and indirect effect of CEO age on performance via CEO tenure has remained limited and under researched in the markets of emerging economies. Specifically, test models of this paper suggest that CEO Tenure indirectly influences performance through its direct effect on the link between CEO Age and performance. Results from regression and pairwise correlation analysis confirms the study hypothesis and are consistent with model. In discussion this study traces the implication of results for practice and future research.","PeriodicalId":198334,"journal":{"name":"Labor: Personnel Economics eJournal","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-07-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126522636","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
We examine the effect of higher wages on firm performance during the 2008 financial crisis. To identify variation in wages, we rely on heterogeneity in the timing of long-term wage agreements for a sample of U.K. firms. We instrument for firms signing long-term agreements overlapping with the crisis by the presence of a contract signed in 2006 or earlier and expiring before September 2008. Treated firms not only paid higher wages but also realized greater labor productivity relative to control firms. These findings are consistent with the intuition that opportunity cost differentials between treated and control firms induce employees to exert higher effort. (JEL J41, J30, J24, G01) Received February 28, 2019; editorial decision July 8, 2020 by Editor Andrew Ellul. Authors have furnished an Internet Appendix, which is available on the Oxford University Press Web site next to the link to the final published paper online.
{"title":"Wages and Firm Performance: Evidence from the 2008 Financial Crisis","authors":"P. Ouimet, Elena Simintzi","doi":"10.2139/ssrn.2409496","DOIUrl":"https://doi.org/10.2139/ssrn.2409496","url":null,"abstract":"\u0000 We examine the effect of higher wages on firm performance during the 2008 financial crisis. To identify variation in wages, we rely on heterogeneity in the timing of long-term wage agreements for a sample of U.K. firms. We instrument for firms signing long-term agreements overlapping with the crisis by the presence of a contract signed in 2006 or earlier and expiring before September 2008. Treated firms not only paid higher wages but also realized greater labor productivity relative to control firms. These findings are consistent with the intuition that opportunity cost differentials between treated and control firms induce employees to exert higher effort. (JEL J41, J30, J24, G01)\u0000 Received February 28, 2019; editorial decision July 8, 2020 by Editor Andrew Ellul. Authors have furnished an Internet Appendix, which is available on the Oxford University Press Web site next to the link to the final published paper online.","PeriodicalId":198334,"journal":{"name":"Labor: Personnel Economics eJournal","volume":"46 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-07-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124430036","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Using corporate social responsibility (CSR) scores, we examine the effect of unionization on non-shareholding stakeholders and the value of CSR for unionized firms. Our findings suggest that unionization leads to lower CSR. This negative relation between unionization and CSR is stronger for financially constrained firms. We address endogeneity issues by controlling for firm characteristics including firm fixed effects, examining a quasi-natural experiment, and using regression discontinuity design examining union certification elections. Unionized firms with lower CSR have better alignment of CEO and shareholder interests and higher market values than other unionized firms.
{"title":"Labor Unions and Non-Shareholding Stakeholders","authors":"Mine Ertugrul, Dalia Marciukaityte","doi":"10.2139/ssrn.3689853","DOIUrl":"https://doi.org/10.2139/ssrn.3689853","url":null,"abstract":"Using corporate social responsibility (CSR) scores, we examine the effect of unionization on non-shareholding stakeholders and the value of CSR for unionized firms. Our findings suggest that unionization leads to lower CSR. This negative relation between unionization and CSR is stronger for financially constrained firms. We address endogeneity issues by controlling for firm characteristics including firm fixed effects, examining a quasi-natural experiment, and using regression discontinuity design examining union certification elections. Unionized firms with lower CSR have better alignment of CEO and shareholder interests and higher market values than other unionized firms.","PeriodicalId":198334,"journal":{"name":"Labor: Personnel Economics eJournal","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-07-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129573067","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This is the first paper to document the existence of a gender reservation wage gap in developing countries. We find a 22.6% gender reservation wage gap, a gap that is much larger than current estimates for developed countries. Assets play the largest role in closing this gap, whereas adult height widens the gap among the poor.
{"title":"A Note on the Gender Reservation Wage Gap in Developing Countries","authors":"Bilal M. Khan, M. F. Majid","doi":"10.1111/sjpe.12255","DOIUrl":"https://doi.org/10.1111/sjpe.12255","url":null,"abstract":"This is the first paper to document the existence of a gender reservation wage gap in developing countries. We find a 22.6% gender reservation wage gap, a gap that is much larger than current estimates for developed countries. Assets play the largest role in closing this gap, whereas adult height widens the gap among the poor.","PeriodicalId":198334,"journal":{"name":"Labor: Personnel Economics eJournal","volume":"61 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-06-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133613530","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Total Quality Management relies on the contributions of operational employees, but the process of motivating them to exhibit in- and extra-role behaviors is unclear. Employees face trade-offs before adopting these behaviors based on preferences, which are seldom directly observed; moreover, it is often unrealistically assumed that workers have enough time to display all these behaviors. We examine the antecedents of that motivational process from a self-determination theory perspective and model the process leading to these behaviors in a structural equation model. The preferred behaviors in trade-off situations are elicited via a discrete choice experiment. We replicate results that have previously been reported only piecemeal. We not only confirm “organizational justice” and “perceived strategic alignment” but also identify “quality philosophy” as critical antecedents of the motivational process. Furthermore, we establish that employees derive significantly higher utility from helping colleagues and improving operations quality than from merely focusing on their job; in fact, they seem willing to sacrifice performance and/or private time to engage in such voluntary behaviors. Hence managers must realize that there is great potential in the employees exceeding the normal focus on in-role performance, meaning that employees are eager to devise strategies for achieving success in the long run.
{"title":"Helping Colleagues, Improving Operations Quality, or Just Doing One’s Job? – An Empirical Examination of Employee Behavior","authors":"Thilo R. Scholz, Arnd Huchzermeier","doi":"10.2139/ssrn.3633710","DOIUrl":"https://doi.org/10.2139/ssrn.3633710","url":null,"abstract":"Total Quality Management relies on the contributions of operational employees, but the process of motivating them to exhibit in- and extra-role behaviors is unclear. Employees face trade-offs before adopting these behaviors based on preferences, which are seldom directly observed; moreover, it is often unrealistically assumed that workers have enough time to display all these behaviors. We examine the antecedents of that motivational process from a self-determination theory perspective and model the process leading to these behaviors in a structural equation model. The preferred behaviors in trade-off situations are elicited via a discrete choice experiment. We replicate results that have previously been reported only piecemeal. We not only confirm “organizational justice” and “perceived strategic alignment” but also identify “quality philosophy” as critical antecedents of the motivational process. Furthermore, we establish that employees derive significantly higher utility from helping colleagues and improving operations quality than from merely focusing on their job; in fact, they seem willing to sacrifice performance and/or private time to engage in such voluntary behaviors. Hence managers must realize that there is great potential in the employees exceeding the normal focus on in-role performance, meaning that employees are eager to devise strategies for achieving success in the long run.","PeriodicalId":198334,"journal":{"name":"Labor: Personnel Economics eJournal","volume":"16 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123504184","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-06-19DOI: 10.13106/jafeb.2020.vol7.no6.277
D. Tung
Research on employee commitment to the organization is necessary for human resource management, and the result is applied in practice to improve organizational effectiveness. The aim of the present study is to explore factors affecting organizational commitment at the small and medium-sized enterprises (SMEs) in Vietnam. Besides, the relationship between organizational commitment and job performance is examined as well. The research was conducted on a sample consisting of 67 white-collar workers and 260 blue-collar workers at SMEs. A total of 327 valid complete questionnaires were input into SPSS 20 database for processing to provide evidence. The research model and hypotheses were tested using the technique of the hierarchical multiple regression analysis. The research results revealed that income, reward and welfare, direct manager, working environment, coworker, and promotion opportunity tended to associate positively with organizational commitment. Besides, the fnding also showed that, when the employee has a high organizational commitment, it would lead to high job performance. The main fndings of this study provided some managerial implications for SMEs, in general, and managers, in particular. It implies that Vietnam’s small and medium-sized enterprises should improve these six factors to retain employees as well as enhance their job performance.
{"title":"An Empirical Assessment of Organizational Commitment and Job Performance: Vietnam Small and Medium-Sized Enterprises","authors":"D. Tung","doi":"10.13106/jafeb.2020.vol7.no6.277","DOIUrl":"https://doi.org/10.13106/jafeb.2020.vol7.no6.277","url":null,"abstract":"Research on employee commitment to the organization is necessary for human resource management, and the result is applied in practice to improve organizational effectiveness. The aim of the present study is to explore factors affecting organizational commitment at the small and medium-sized enterprises (SMEs) in Vietnam. Besides, the relationship between organizational commitment and job performance is examined as well. The research was conducted on a sample consisting of 67 white-collar workers and 260 blue-collar workers at SMEs. A total of 327 valid complete questionnaires were input into SPSS 20 database for processing to provide evidence. The research model and hypotheses were tested using the technique of the hierarchical multiple regression analysis. The research results revealed that income, reward and welfare, direct manager, working environment, coworker, and promotion opportunity tended to associate positively with organizational commitment. Besides, the fnding also showed that, when the employee has a high organizational commitment, it would lead to high job performance. The main fndings of this study provided some managerial implications for SMEs, in general, and managers, in particular. It implies that Vietnam’s small and medium-sized enterprises should improve these six factors to retain employees as well as enhance their job performance.","PeriodicalId":198334,"journal":{"name":"Labor: Personnel Economics eJournal","volume":"14 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-06-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115345531","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The globalized world is facing different pressures on how their economies are organized by sustainability concerns, international agreements or pacts, global warming, and the fourth industrial revolution. From a labor market perspective, one of the main challenges for governments is to define the role of training activities in the labor institutions. Those definitions imply a broad range of elements as certification of skills, training subsidies, retraining programs, public-private alliances, vocational education, and training relations. Comparative literature has detected a variety of approaches by the Government by coordinating activities and funding for employers or employees. Even if Chile can be described as an employer-based training system, currently, training activities could be financed by companies, the Government, and Individuals. That situation has led to having scarce evidence about the whole functioning of the system, being the available information mainly focus on the role of training subsidies or social programs evaluation, neglecting a relevant portion of training activities financed by individuals. Using Casen survey cross-sectional versions from 1994 to 2009 and its panel versions 1996-2006 and 2006-2009, different econometrics tests were performed: Ordinary Least Squares, Quantile Regression, Propensity Score Matching, Difference in Difference Analysis, and Fixed Effect Regression. Results show that only individual decisions of training have a significant effect throughout time (18%), while social programs and company-sponsored training do not affect workers' wages in the long term.
{"title":"Training Policies in Chile: A Decision-making Effectiveness Comparison","authors":"Nicolás Didier","doi":"10.2139/ssrn.3625265","DOIUrl":"https://doi.org/10.2139/ssrn.3625265","url":null,"abstract":"The globalized world is facing different pressures on how their economies are organized by sustainability concerns, international agreements or pacts, global warming, and the fourth industrial revolution. From a labor market perspective, one of the main challenges for governments is to define the role of training activities in the labor institutions. Those definitions imply a broad range of elements as certification of skills, training subsidies, retraining programs, public-private alliances, vocational education, and training relations. Comparative literature has detected a variety of approaches by the Government by coordinating activities and funding for employers or employees. Even if Chile can be described as an employer-based training system, currently, training activities could be financed by companies, the Government, and Individuals. That situation has led to having scarce evidence about the whole functioning of the system, being the available information mainly focus on the role of training subsidies or social programs evaluation, neglecting a relevant portion of training activities financed by individuals. Using Casen survey cross-sectional versions from 1994 to 2009 and its panel versions 1996-2006 and 2006-2009, different econometrics tests were performed: Ordinary Least Squares, Quantile Regression, Propensity Score Matching, Difference in Difference Analysis, and Fixed Effect Regression. Results show that only individual decisions of training have a significant effect throughout time (18%), while social programs and company-sponsored training do not affect workers' wages in the long term.","PeriodicalId":198334,"journal":{"name":"Labor: Personnel Economics eJournal","volume":"62 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-06-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129058535","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-06-08DOI: 10.1108/JPEO-10-2019-0027
C. Grund, Dirk Sliwka, Krystina Titz
PurposeWe analyze the role of works councils for the use of performance appraisals (PA). We distinguish between the incidence of PA systems as intended by the firm and their actual implementation on the level of the individual employee.Design/methodology/approachWe draw on two complementary data sets. These are the German Linked Personnel Panel (LPP), which combines firm-based information with information provided by several of those employees, and the German Socio-Economic Panel (SOEP), which is a representative longitudinal study of persons living in Germany.FindingsWe find that works councils tend to promote rather than restrict PA. Employees working in establishments with a works council are more likely to face a formal PA procedure. Works councils also act as a transmission institution for the actual use of an existing PA system – i.e. among the firms that claim to implement PA for all their employees, the likelihood of their employees actually having regular appraisals is substantially larger when works councils are in place. Moreover, the existence of works councils is positively related particularly to PA systems, which affects bonus payments.Research limitations/implicationsWe contribute to the understanding of the work of works councils in firms. In more general, we shed light to the relation of industrial relations and human resource management in firms.Practical implicationsThis result hints at a higher acceptance of PA systems in firms with works councils. It seems likely that the stronger formalization of such systems necessitated by codetermination laws increases the likelihood of supervisors consistently carrying out such appraisals.Originality/valueWe are the first who complement the analysis of the existence of HR practices (PA system) with its actual use for employees.
{"title":"Works Councils and Performance Appraisals","authors":"C. Grund, Dirk Sliwka, Krystina Titz","doi":"10.1108/JPEO-10-2019-0027","DOIUrl":"https://doi.org/10.1108/JPEO-10-2019-0027","url":null,"abstract":"PurposeWe analyze the role of works councils for the use of performance appraisals (PA). We distinguish between the incidence of PA systems as intended by the firm and their actual implementation on the level of the individual employee.Design/methodology/approachWe draw on two complementary data sets. These are the German Linked Personnel Panel (LPP), which combines firm-based information with information provided by several of those employees, and the German Socio-Economic Panel (SOEP), which is a representative longitudinal study of persons living in Germany.FindingsWe find that works councils tend to promote rather than restrict PA. Employees working in establishments with a works council are more likely to face a formal PA procedure. Works councils also act as a transmission institution for the actual use of an existing PA system – i.e. among the firms that claim to implement PA for all their employees, the likelihood of their employees actually having regular appraisals is substantially larger when works councils are in place. Moreover, the existence of works councils is positively related particularly to PA systems, which affects bonus payments.Research limitations/implicationsWe contribute to the understanding of the work of works councils in firms. In more general, we shed light to the relation of industrial relations and human resource management in firms.Practical implicationsThis result hints at a higher acceptance of PA systems in firms with works councils. It seems likely that the stronger formalization of such systems necessitated by codetermination laws increases the likelihood of supervisors consistently carrying out such appraisals.Originality/valueWe are the first who complement the analysis of the existence of HR practices (PA system) with its actual use for employees.","PeriodicalId":198334,"journal":{"name":"Labor: Personnel Economics eJournal","volume":"139 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-06-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133094018","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Trade unions are an association of workmen or employers who are temporary or permanent in nature, and they play an important role and are helpful in ineffective communication between the workers and the management. Also, trade unions not only negotiate wages for their members but also affect fringe benefits, productivity, work allocation, job security, and employee participation practices. Accordingly, this study attempted to analyze the trade union statistics and movements of the Sri Lankan context as well as the international context and determine whether trade unions are suitable for organizations in the 21st century. Accordingly, the findings revealed that the existence and sustainability of trade unions had been gradually decreasing over the 21st century due to the individualistic behavior of workmen and employers and the prevalence of labor tribunal and labor departments to obtain protection and reliefs under unfair labor practices.
{"title":"Are Trade Unions Suitable for Organizations in the 21st Century?","authors":"R. Preena","doi":"10.2139/ssrn.3590774","DOIUrl":"https://doi.org/10.2139/ssrn.3590774","url":null,"abstract":"Trade unions are an association of workmen or employers who are temporary or permanent in nature, and they play an important role and are helpful in ineffective communication between the workers and the management. Also, trade unions not only negotiate wages for their members but also affect fringe benefits, productivity, work allocation, job security, and employee participation practices. Accordingly, this study attempted to analyze the trade union statistics and movements of the Sri Lankan context as well as the international context and determine whether trade unions are suitable for organizations in the 21st century. Accordingly, the findings revealed that the existence and sustainability of trade unions had been gradually decreasing over the 21st century due to the individualistic behavior of workmen and employers and the prevalence of labor tribunal and labor departments to obtain protection and reliefs under unfair labor practices.","PeriodicalId":198334,"journal":{"name":"Labor: Personnel Economics eJournal","volume":"83 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121299921","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：