The Diversity of Personnel Practices The Diversity of Personnel Practices and Firm Performance Pedro S. Martins Queen Mary, University of London; IZA, Bonn; CEG-IST, Lisbon Yong Yang Queen Mary, University of London MFJ-RIETI-WASEDA International Conference Tokyo, 15 November 2008 Pedro Martins and Yong Yang The Diversity of Personnel Practices
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The Diversity of Personnel Practices and Firm Performance€¦ · Wage dispersion (high job levels) 0.322 0.105 0 0.949 4768 Wage dispersion (low job levels) 0.259 0.067 0.06 0.722
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The Diversity of Personnel Practices
The Diversity of Personnel Practicesand Firm Performance
Pedro S. MartinsQueen Mary, University of London; IZA, Bonn; CEG-IST, Lisbon
Yong YangQueen Mary, University of London
MFJ-RIETI-WASEDA International ConferenceTokyo, 15 November 2008
Pedro Martins and Yong Yang The Diversity of Personnel Practices
The Diversity of Personnel Practices
Agenda
Agenda
1 Introduction
2 Data
3 Methodology
4 ResultsDiversity of Personnel PracticesPersonnel Practices and Firm Performance
5 Conclusions
Pedro Martins and Yong Yang The Diversity of Personnel Practices
The Diversity of Personnel Practices
Introduction
Motivation
Considerable interest in explaining dispersion in firmproductivity (Bartelsman and Doms JEL 2000)
Role played by management practices (Bloom and VanReenen QJE 2007)
Potential role of HRM and internal labour markets (Doeringerand Piore 1971; Baker et al QJE 1994a, b)
Studies tend to draw on subjective data or be based onindividual or small-size case studies (Lazear AER 2000; Bartelet al AER 2004; Bandiera et al QJE 2007; (S)HRM literature)
Pedro Martins and Yong Yang The Diversity of Personnel Practices
The Diversity of Personnel Practices
Introduction
This paper - contributions
Assesses the dispersion of personnel practices across firms:
Drawing on comparable quantitative data (a rich matchedemployer-employee panel)Considering the case of almost 5,000 firms (4,792), over a20-year periodFirm by firm analysis, along several dimensions of interest(wage determination, turnover and careers)
Investigates the relationship between personnel practices andfirm performance:
Cross-section and longitudinal analysisCausal relationship - if one is willing to assume that firmsexperiment different personnel practices over timeLarge sample size - reduces multicollinearity/micronumerosityproblems
Pedro Martins and Yong Yang The Diversity of Personnel Practices
The Diversity of Personnel Practices
Data
Quadros de Pessoal
Annual census of all firms in Portugal with at least oneemployee, conducted by Ministry of Employment
All employees of each firm
Unique identifiers for both firms and employees
Several variables describing firms (industry, region, sales,equity, no. of workers, ownership type, etc)...
... and workers (age, gender, schooling, tenure, occupation,job level, wages - 5 variables -, hours of work, etc)
Coverage: 1982-... (this paper: 1986-2004; no worker id’sbefore)
Pedro Martins and Yong Yang The Diversity of Personnel Practices
The Diversity of Personnel Practices
Data
Sample
Sample selection:
Only firms with at least 50 employees per year in at least 10yearsAll firm-year observations (in 1986-2004) of selected firms areincluded
More comparable set of firms, minimizing potential fordispersion of personnel practices?!
Results in (non-representative) sample of about 1% of firmsover 1986-2004 period
4,792 firms; mean of 15 years per firm (stdev of 2.2)
Pedro Martins and Yong Yang The Diversity of Personnel Practices
The Diversity of Personnel Practices
Data
Job-level categories
Level Description Task1 Top executives Definition of the firm general policy or consulting on the
(top management) organization of the firm; strategic planning; creation oradaptation of technical, scientific and administrative methods
2 Intermediary executives Organization and adaptation of the guidelines established(middle management) by the superiors and directly linked with the executive work
3 Supervisors, Orientation of teams, as directed by the superiors,team leaders but requiring the knowledge of action processes
4 Higher-skilled Tasks requiring a high technical value and definedprofessionals in general terms by the superiors
5 Skilled Complex or delicate tasks, usually not repetitive,professionals and defined by the superiors
6 Semi-skilled Well defined tasks, mainly manual or mechanical (no intellectual work)professionals intellectual work) with low complexity, usually routine and sometimes repetitive
Definition adopted in paper: Levels 1-3: High; Levels 4-8: Low.
Ranking also holds in terms of wages and HC variables
Pedro Martins and Yong Yang The Diversity of Personnel Practices
The Diversity of Personnel Practices
Methodology
Empirical approach
We consider 3 areas of personnel and 6 specific practices:
Turnover [retention/efficiency wages/training]
Entry and exit rates (% of workers new in the firm in year t orleaving the firm in year t)Tenure of completed (and ongoing) spells
CareersJob levels of new, exiting and continuing workers [scope forcareers]Role of job-level tenure in worker promotion or exit [promotionby seniority?]
Wage determinationAdj. R2 of wage regressions on human capital or job-levelvariables [role of structures/discretion/UH]Wage dispersion by job-level groups (managerial andnon-managerial workers) [tournaments/fairness]
Pedro Martins and Yong Yang The Diversity of Personnel Practices
The Diversity of Personnel Practices
Methodology
Adj. R2 of wage regressions on HC or JLs
1) Estimate, for each firm-year:wit = X HC
it′β1 + εit and wit = X JL
it′β2 + εit
wit : log real hourly wage of worker i in year t
X HCit : vector of human capital characteristics (schooling,
quadratics in experience and tenure and a gender dummy)
X JLit : vector of seven job level dummy variables
2) For each firm-year, collect the adjusted R2’s from eachregression
Pedro Martins and Yong Yang The Diversity of Personnel Practices
The Diversity of Personnel Practices
Methodology
Residual wage dispersion - managers and non-managers
1) Estimate, for each firm-year:wit = X HC
it′β1 + X JL
it′β2 + εit
2) Compute, for each firm-year, the standard deviation of theresiduals of workers in job levels 1-3 (managers) and job levels 4-7.
Pedro Martins and Yong Yang The Diversity of Personnel Practices
The Diversity of Personnel Practices
Methodology
Role of job-level tenure in worker promotion or exit
1) Estimate, for each firm-year:Promotedit = β1JobLevelTenureit + X a
it′β2 + X b
it′β3 + εit
Leaverit = β∗1JobLevelTenureit + X ait′β∗2 + X b
it′β∗3 + εit
Promotedit : 1 if worker i is promoted in year t (0 otherwise)
Leaverit : 1 if worker i leaves the firm in year t (0 otherwise)
JobLevelTenureit : no. years that worker i has been in currentjob level by year t.
2) For each firm-year, collect β̂1 and β̂∗1 (and their standard errors)
Pedro Martins and Yong Yang The Diversity of Personnel Practices
Pedro Martins and Yong Yang The Diversity of Personnel Practices
The Diversity of Personnel Practices
Conclusions
Conclusions
Evidence of:
Considerable dispersion of personnel practices across firms
Significant predictors of firm performance (in longitudinalanalysis):
Turnover (entry rate: +ve; exit rate: -ve) - welfare-enhancingreallocation of resources?Career duration and mobility (scope for progression, tenure:both +ve; job level tenure as predictor of exit: -ve)Fit between job levels or HC and wages (+ve) - rules ratherthan discretionWage dispersion at low job levels (-ve) - fairness
Pedro Martins and Yong Yang The Diversity of Personnel Practices
The Diversity of Personnel Practices
Conclusions
Future/Current work
Extending sample coverage (population of firms?)
Additional personnel practice measures:
Average share and variability across of workers of non-base pay(and overtime)Dispersion of wage increasesPorts of entry (concentration/dispersion of new hires acrossjobs/job levels)Poaching workers from other firmsForeign workers, temporary/permanent contracts (from 2002only)
Explaining diversity of practices (sector, size, age,competition, etc)
Differences between domestic and foreign/multinational firms(cross-sectional or based on acquisitions/divestments)
Pedro Martins and Yong Yang The Diversity of Personnel Practices