Estructura productiva y desigualdad salarial: evidencia para América Latina

Ciaschi, Matías; Galeano, Luciana; Gasparini, Leonardo

doi:10.20430/ete.v88i349.1078

Cited by 7 publications

(4 citation statements)

References 33 publications

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“…También en esta línea, Plasman et al (2006) encuentran correlación positiva entre rentabilidad y primas salariales para el caso de Bélgica. Más recientemente, Ciaschi et al (2021) aportan evidencia para América Latina acerca de la influencia de la demanda de trabajo calificado sobre la prima por calificación en la región.…”

Section: Ii2 Estudios Empíricosunclassified

Primas salariales sectoriales en Argentina

Schteingart¹,

Trombetta

Pascuariello³

2022

Eco

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La heterogeneidad salarial en el mercado de trabajo argentino es un tema ampliamente debatido. La inserción productiva de los trabajadores es una importante fuente de diferenciales salariales, que a su vez explica buena parte de la desigualdad en la distribución del ingreso de los hogares. Dicho fenómeno reconoce al menos dos determinantes principales: la considerable heterogeneidad productiva de nuestro país y las diferencias de atributos productivos en la fuerza laboral. En este trabajo se utilizan técnicas de descomposición tradicionales para cuantificar la contribución de cada uno de estos factores, a distintos niveles de desagregación sectorial. Así, mostramos que las primas salariales de cada sector dependen en gran medida de las características observables de su fuerza laboral, aunque después de controlar por dichos atributos queda una proporción considerable de la variación sin explicar. Finalmente, ofrecemos algunas hipótesis acerca de los posibles determinantes de las diferencias salariales entre los sectores productivos del país.

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Section: Ii2 Estudios Empíricosunclassified

Primas salariales sectoriales en Argentina

Schteingart¹,

Trombetta

Pascuariello³

2022

Eco

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“…First, Colombia offers an appropriate empirical setting for validating our hypotheses since the country presents a lower compensation level in the business field. Furthermore, the country has similar characteristics to other Latin American countries (Ciaschi et al, 2021) and ranks fourth among the most competitive countries in the region (Portafolio, 2022). Second, family firms are the most common form of organization, particularly among MSMEs, throughout the world (Tipu, 2018).…”

Section: Introductionmentioning

confidence: 97%

Organizational Culture and Performance-Based Compensation in Family Firms: Does Family Involvement in Management Matter?

Peláez-León¹,

Salas-Arbeláez²,

García-Solarte³

2023

RBGN

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Performance-based compensation policy 1. The firm has assessed employees' performance based on objective and quantifiable results 2. The firm has assessed employees' performance based on multiple sources 3. The firm has given feedback to employees based on their performance appraisals 4. The firm has paid employees based on their performance 5. The firm has guaranteed pay equity 6. The firm has provided incentives based on the results achieved Clan Culture 1. The organization is a very personal place. It is like an extended family. People seem to share a lot of themselves. 2. The leadership in the organization is generally considered to exemplify mentoring, facilitating, or nurturing. 3. The management style in the organization is characterized by teamwork, consensus, and participation. 4. The glue that holds the organization together is loyalty and mutual trust. Commitment to this organization runs high. 5. The organization emphasizes human development. High trust, openness, and participation persist. 6. The organization defines success on the basis of the development of human resources, teamwork, employee commitment, and concern for people. Hierarchical culture 1. The organization is a very controlled and structured place. Formal procedures generally govern what people do. 2. The leadership in the organization is generally considered to exemplify coordinating, organizing, or smooth-running efficiency. 3. The management style in the organization is characterized by security of employment, conformity, predictability, and stability in relationships. 4. The glue that holds the organization together is formal rules and policies. Maintaining a smoothly running organization is important. 5. The organization emphasizes permanence and stability. Efficiency, control, and smooth operations are important. 6. The organization defines success on the basis of efficiency. Dependable delivery, smooth scheduling, and low-cost production are critical. Adhocratic culture 1. The organization is a dynamic and entrepreneurial place. People are willing to stick their necks out and take risks. 2. The leadership in the organization is generally considered to exemplify entrepreneurship, innovation, or risk taking. 3. The management style in the organization is characterized by individual risk taking, innovation, freedom, and uniqueness. 4. The glue that holds the organization together is commitment to innovation and development. There is an emphasis on being on the cutting edge. 5. The organization emphasizes acquiring new resources and creating new challenges. Trying new things and prospecting for opportunities are valued. 6. The organization defines success on the basis of having unique or the newest products. It is a product leader and innovator. Market culture 1. The organization is very results oriented. A major concern is with getting the job done. People are very competitive and achievement oriented. 2. The leadership in the organization is generally considered to exemplify a no-nonsense, aggressive, results-oriented focus. 3. The...

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“…Thus, Alarcón and Domínguez (2014) propose that "the salary of unionized workers is higher than that of non-unionized workers because the former are more frequently linked to large establishments and have a relatively high level of schooling. ", Ciaschi et al (2021) concludes that when the participation in the added value of the most intensive sectors in skilled labor grows, wage gaps by education increase significantly; Therefore, the following hypothesis is proposed:…”

Section: Introductionmentioning

confidence: 99%

Causes of the salary levels in the Mexican automotive industry three years after the USMCA

Chiatchoua,

Luquez Gaitan,

Nuñez Betancourt

2024

J. Infras. Policy. Dev.

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The United States, Mexico, and Canada (USMCA) seek to promote fair wages and adequate working conditions, especially in Mexico, by strengthening labor rights and freedom of association. The objective of this research is to determine the factors that influence salary levels in the Mexican Automotive Industry (MAI), through a causality analysis in the Granger sense, to generate a panorama that allows a decision-making process in the Mexican salary policy. With data from the National Institute of Statistics and Geography, the Bank of Mexico and Statista, autoregressive vector models were estimated to determine causalities in the Granger sense. It was proven that minimum wage, employed personnel, production, total sales, and exports are some causes of remuneration in the sector, with the minimum wage being the most significant. The above suggests that the salary increase involves several actors, such as the government (minimum wage), the organization (production, sales and exports) and the market (employed personnel), therefore, the design of appropriate labor policies will contribute to the dignification of salaries inside the MAI.

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Estructura productiva y desigualdad salarial: evidencia para América Latina

Cited by 7 publications

References 33 publications

Primas salariales sectoriales en Argentina

Primas salariales sectoriales en Argentina

Organizational Culture and Performance-Based Compensation in Family Firms: Does Family Involvement in Management Matter?

Causes of the salary levels in the Mexican automotive industry three years after the USMCA

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