Surprisingly few data exist concerning whether and how utilization of job-related selection and training procedures affects different aspects of unit or organizational performance over time. The authors used longitudinal data from a large fast-food organization (N = 861 units) to examine how change in use of selection and training relates to change in unit performance. Latent growth modeling analyses revealed significant variation in both the use and the change in use of selection and training across units. Change in selection and training was related to change in 2 proximal unit outcomes: customer service performance and retention. Change in service performance, in turn, was related to change in the more distal outcome of unit financial performance (i.e., profits). Selection and training also affected financial performance, both directly and indirectly (e.g., through service performance). Finally, results of a cross-lagged panel analysis suggested the existence of a reciprocal causal relationship between the utilization of the human resources practices and unit performance. However, there was some evidence to suggest that selection and training may be associated with different causal sequences, such that use of the training procedure appeared to lead to unit performance, whereas unit performance appeared to lead to use of the selection procedure.

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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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