The Experts below are selected from a list of 9003 Experts worldwide ranked by ideXlab platform

G H Makepeace - One of the best experts on this subject based on the ideXlab platform.

  • equal worth equal opportunities pay and promotion in an Internal Labour Market
    The Economic Journal, 1996
    Co-Authors: David R Jones, G H Makepeace
    Abstract:

    Using personnel data from a large financial company, the authors find some evidence that women have to meet more stringent criteria than men for promotion but that much of the difference between men and women's attainment is due to their attributes. For example, lack of work experience is more important quantitatively than 'glass ceilings' in preventing the preferment of women. The authors' data also suggest that the differential barriers confronting women are greatest at the lower end of the job ladder and that men and women may receive equal treatment once senior grades have been reached. Copyright 1996 by Royal Economic Society.

Fox Z Y Hu - One of the best experts on this subject based on the ideXlab platform.

  • placing the transformation of state owned enterprises in north east china the state region and firm in a transitional economy
    Regional Studies, 2013
    Co-Authors: Fox Z Y Hu
    Abstract:

    Hu F. Z. Y. and Lin G. C. S. Placing the transformation of state-owned enterprises in North-east China: the state, region and firm in a transitional economy, Regional Studies. This study examines the nature of firm–region nexus in the transformation of state-owned enterprises in the Chinese transitional economy. A case study of the machinery sector in the Shenyang city-region of north-east China reveals a close relationship between the organizational transformation of state-owned enterprises and a regionally specific institutional environment featured by a product–Market orientation toward some large, key construction projects and political commitment to achieving key equipment indigenization with a heavy reliance upon the Internal Labour Market. The study advocates a more contextualized analysis of the positionality, interests and motivations of China's state-owned enterprises grounded in different regional and institutional contexts. Hu F. Z. Y. and Lin G. C. S. 中国东北地区国有企业演变的地方性：转型经济中的政府、区域和企业，区域研究。本文探讨...

David R Jones - One of the best experts on this subject based on the ideXlab platform.

  • equal worth equal opportunities pay and promotion in an Internal Labour Market
    The Economic Journal, 1996
    Co-Authors: David R Jones, G H Makepeace
    Abstract:

    Using personnel data from a large financial company, the authors find some evidence that women have to meet more stringent criteria than men for promotion but that much of the difference between men and women's attainment is due to their attributes. For example, lack of work experience is more important quantitatively than 'glass ceilings' in preventing the preferment of women. The authors' data also suggest that the differential barriers confronting women are greatest at the lower end of the job ladder and that men and women may receive equal treatment once senior grades have been reached. Copyright 1996 by Royal Economic Society.

Butler Peter - One of the best experts on this subject based on the ideXlab platform.

  • Pay progression in routinised service sector work: navigating the Internal Labour Market in a fast food multinational company
    'Wiley', 2020
    Co-Authors: Butler Peter, Hammer Anita
    Abstract:

    The United Kingdom's widespread use of low‐skill, low‐paid employment has been well documented. It has been argued Internal Labour Markets (ILMs) benefit such workers, affording them with opportunities for progression. Relatively little is known, however, about the impact of ILMs on entry level workers undertaking routinised service sector work. Drawing on qualitative data, this article explores the prospects on offer in a Market leading, fast food multinational company. Potential enabling features include on‐the‐job training, a transparent and integrated pay structure and a professed culture of progression. Occupational movements to positions above the low‐pay threshold are, however, relatively rare. We conjecture this contradiction is the result of the business context in which the firm operates. The findings suggest that in sectors where price leadership strategies dominate, escape from low pay is likely to be exceptional, even within large organisations featuring some of the classic characteristics of ‘pure’ or strong ILMs

  • Pay progression in routinised service sector work: Navigating the Internal Labour Market in a fast food MNC
    'Wiley', 2020
    Co-Authors: Butler Peter, Anita Hammer
    Abstract:

    open access articleThe UK’s widespread use of low-skill, low-paid employment has been well documented. It has been argued Internal Labour Markets (ILMs) benefit such workers, affording them with opportunities for progression. Relatively little is known, however, about the impact of ILMs on entry level workers undertaking routinised service sector work. Drawing on qualitative data this article explores the prospects on offer in a Market leading, fast food MNC. Potential enabling features include on the job training, a transparent and integrated pay structure and a professed culture of progression. Occupational movements to positions above the low-pay threshold are, however, relatively rare. We conjecture this contradiction is the result of the business context in which the firm operates. The findings suggest that in sectors where price leadership strategies dominate, escape from low-pay is likely to be exceptional, even within large organisations featuring some of the classic characteristics of ‘pure’ or strong ILMs

Maragtas S V Amante - One of the best experts on this subject based on the ideXlab platform.

  • tensions in industrial democracy and human resource management a case study of japanese enterprises in the philippines
    International Journal of Human Resource Management, 1993
    Co-Authors: Maragtas S V Amante
    Abstract:

    Critical areas in the entry of Japanese enterprises in a developing country like the Philippines involve the following: Internal Labour Market formation, wage and compensation system, Labour-management relations schemes and other management strategies. Human resource development in Japanese enterprises in the Philippines faces structural and institutional barriers. A high turnover rate of workers is one structural barrier, involving the Labour Market, which prevents the Internalization of skills. There is an emphasis upon job-based wages and a reliance upon the local minimum wage standards both of which are distinctly non-Japanese practices. There is a serious gap between perceptions among Japanese expatriates, Filipino managers and the local rank-and-file workers with respect to the hierarchy of factors in wage determination. Differences with respect to the concept and valuation of work add to the problems of communication. In the Philippines, there are structural and institutional barriers to co-operati...