Bryson, Alex, Böckerman, Petri and Ilmakunnas, Pekka
Does high involvement management improve worker wellbeing?
NIESR discussion paper,
National Institute of Economic and Social Research (NIESR), London, UK.
Full text not available from this repository.
Employees exposed to high involvement management (HIM) practices have higher subjective wellbeing, fewer accidents but more short absence spells than “like” employees not exposed to HIM. These results are robust to extensive work, wage and sickness absence history controls. We present a model which highlights the possibility of higher short-term absence in the presence of HIM because it is more demanding than standard production and because multi-skilled HIM workers cover for one another‟s short absences thus reducing the cost of replacement labour faced by the employer. We find direct empirical support for the assumptions in the model. Consistent with the model, because long-term absences entail replacement labour costs for HIM and non-HIM employers alike, long-term absences are independent of exposure to HIM.
||© 2011 National Institute of Economic and Social Research
||health, subjective wellbeing, sickness absence, job satisfaction, pain, high involvement management
|Library of Congress subject classification:
||H Social Sciences > H Social Sciences (General)
H Social Sciences > HD Industries. Land use. Labor
|Journal of Economic Literature Classification System:
||I - Health, Education, and Welfare > I0 - General
J - Labor and Demographic Economics > J2 - Time Allocation, Work Behavior, and Employment Determination and Creation; Human Capital; Retirement > J28 - Safety; Accidents; Industrial Health; Job Satisfaction; Related Public Policy
J - Labor and Demographic Economics > J8 - Labor Standards: National and International > J81 - Working Conditions
M - Business Administration and Business Economics; Marketing; Accounting > M5 - Personnel Economics > M52 - Compensation and Compensation Methods and Their Effects (stock options, fringe benefits, incentives, family support programs, seniority issues)
M - Business Administration and Business Economics; Marketing; Accounting > M5 - Personnel Economics > M53 - Training
M - Business Administration and Business Economics; Marketing; Accounting > M5 - Personnel Economics > M54 - Labor Management (team formation, worker empowerment, job design, tasks and authority, work arrangemetns, job satisfaction)
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