Bargaining regimes, variable pay and financial participation: some survey evidence on pay determination

Kalmi, Panu; Pendleton, Andrew; Poutsma, F.

doi:10.1080/09585192.2012.661993

Cited by 19 publications

(34 citation statements)

References 11 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…One of the world's leading experts on financial participation, Erik Poutsma, with colleagues (Poutsma, Ligthart, and Schouteten 2005), found that what they called "Anglo-Saxonization" had a significant effect on the likelihood of share schemes and profit sharing, both those aimed just at management and the broad-based schemes, and that this CONTEXT AND HRM: THEORY, EVIDENCE, AND PROPOSALS applied both to the LME economies and to the influence of U.S. MNEs within European economies. Kalmi, Pendleton, and Poutsma (2012) used the Cranet data to explore financial participation, and variable pay, in 13 European countries, and found a complex picture. They found that team-based variable pay is most common in centralized pay regimes, and employee share ownership most common in decentralized regimes.…”

Section: Compensationmentioning

confidence: 99%

Context and HRM: Theory, Evidence, and Proposals

Mayrhofer

Gooderham

Brewster

2019

International Studies of Management & Organization

View full text Add to dashboard Cite

Human resource management (HRM) has paid insufficient attention to the impact of context. In this article, we outline the need for HRM to take full account of context, particularly national context, and to use both cultural theories and, particularly, institutional theories to do that. We use research publications that utilize the Cranet data to show how that can be done. From that evidence, we develop a series of proposals for further context-based research in HRM.

show abstract

Section: Compensationmentioning

confidence: 99%

Context and HRM: Theory, Evidence, and Proposals

Mayrhofer

Gooderham

Brewster

2019

International Studies of Management & Organization

View full text Add to dashboard Cite

show abstract

“…Compensation practices are impacted by considerable differences in national pay structures, and fiscal policies (Fay, 2008;Festing, Engle, Dowling, & Sahakiants, 2012), and are frequently regulated at the national level in terms of statutory pay or minimum benefits. Financial participation schemes, as part of compensation packages, are also subject to local legislation, tax concessions, and industrial relations systems and ideologies (Pendleton & Poutsma, 2012). Institutional constraints are high for compensation practices, as they are path dependent, tied into local norms, traditions, and corporate governance mechanisms (Festing & Sahakiants, 2010).…”

Section: Institutional Context Of Hrm Practicesmentioning

confidence: 99%

The effects of market economy type and foreign MNE subsidiaries on the convergence and divergence of HRM

et al. 2017

Self Cite

View full text Add to dashboard Cite

This study explores patterns of human resource management (HRM) practices across market economies, and between indigenous firms and foreign MNE subsidiary operations, offering a novel perspective on convergence and divergence. Applying institutional theorizing to improve our understanding of convergence/ divergence as a process and an outcome, data collected from nine countries at three points in time over a decade confirm that convergence and divergence occur to different extents in a non-linear fashion, and vary depending on the area of HRM practice observed. Patterns of adoption and convergence/ divergence are explained through the effect of institutional constraints, which vary between liberal and coordinated market economies, and between indigenous firms and foreign MNE subsidiaries. The study contributes a more graded conceptualization of convergence/ divergence, which reflects the complex dynamic reality of international business.

show abstract

“…Also, industry memberships (two-digit Standard Industrial Classification [SIC] codes) were controlled for because industry performance tends to influence the average profits of firms in that industry (Kroll, Walters, & Le, 2007;Zahra, 1996). We also included union density and capitalization to control for the institutional backgrounds of countries (Croucher et al, 2010;Kalmi et al, 2012;Williams, 2018). Finally, we controlled for debt ratio due to the potential differences in the interests of creditors and shareholders.…”

Section: Control Variablesmentioning

confidence: 99%

“…For instance, at the organizational level, organizational practices (e.g., employee participation, empowerment) and contexts (e.g., trustworthy climate, span of control) alter the effectiveness of employee stock ownership (Blasi, Freeman, & Kruse, 2016; A. M. Robinson & Wilson, 2006). At the country level, institutional contexts such as (de)centralization of pay determination and collective bargaining coverage affect the adoption (Croucher, Brookes, Wood, & Brewster, 2010;Kalmi, Pendleton, & Poutsma, 2012) and the effectiveness (Williams, 2018) of employee stock ownership.…”

mentioning

confidence: 99%

Employee stock ownership and financial performance in European countries: The moderating effects of uncertainty avoidance and social trust

Kang

Kim

2018

Human Resource Management

View full text Add to dashboard Cite

This study investigates how the effect of employee stock ownership on financial performance may hinge on the diverse cultural and societal contexts of European countries. Based on agency and national culture theories, we hypothesize that the positive relationship between employee stock ownership and return on assets (ROA) is stronger in those nations with lower uncertainty avoidance and higher social trust. Using a multisource, time‐lagged, large‐scale dataset of 1,741 firms from 21 countries in Europe, our multilevel, random coefficient modeling analysis found evidence for these hypotheses, suggesting that uncertainty avoidance and social trust serve as important contextual cues in predicting the linkage between employee stock ownership and financial performance. Our supplemental analysis with distinction between the managerial and nonmanagerial employee stock ownership further indicates managerial employee stock ownership has a direct positive effect on ROA. Although nonmanagerial employee stock ownership had a nonsignificant association with ROA, the relationship was positive and significant when uncertainty avoidance was low and social trust was high. This research contributes to the existing literature by illuminating some of the contextual influences altering the effectiveness of employee stock ownership. Our findings also offer practical suggestions for effectively using employee stock ownership.

show abstract

Bargaining regimes, variable pay and financial participation: some survey evidence on pay determination

Cited by 19 publications

References 11 publications

Context and HRM: Theory, Evidence, and Proposals

Context and HRM: Theory, Evidence, and Proposals

The effects of market economy type and foreign MNE subsidiaries on the convergence and divergence of HRM

Employee stock ownership and financial performance in European countries: The moderating effects of uncertainty avoidance and social trust

Contact Info

Product

Resources

About