Yoshio Yanadori

Work and family practices in Japanese firms: their scope, nature and impact on employee turnover

Using firm-level data from Japan, this study examines the effects of four commonly used work and family practices on employee turnover: flextime, maternity leave, child care leave, and nursing care leave. Overall, we find statistically significant associations between work and family practices and female employee turnover in Japan. In stark contrast, we do not find such a statistically significant linkage between work and family practices and male employee turnover. As such, this study highlights the potential moderating effect of individual characteristics such as gender on the relationship between work and family practices and employee attitudes and behaviours.

Adoption and Coverage of Performance‐Related Pay During Institutional Change: An Integration of Institutional and Agency Theories

Whether or not to adopt and how extensively to use a newly legitimized practice are discrete decisions made by firms undergoing institutional change. The aim of this paper is to identify the distinct effects of economic, social, and political factors on the adoption of performance‐related pay practices and their coverage (i.e. the proportion of employees covered by the practices) by integrating institutional and agency theories. An empirical analysis is performed with a unique sample of Korean firms that experienced the East Asian financial crisis of 1997. The results show that while performance‐related pay adoption was influenced by economic and social factors, performance‐related pay coverage was related to political factors as well as economic and social factors. This finding suggests that while firms adopt performance‐related pay practices in search of legitimacy, they do not blindly imitate such practices but rather proactively adapt them based on economic efficiency considerations. This study makes valuable contributions to research on institutionalism and remuneration by empirically identifying the conditions under which a pay practice adopted for social legitimacy fits or fails to fit the economic needs of the adopters.

Compensation Management in Outsourced Service Organizations and its Implications for Quit Rates, Absenteeism and Workforce Performance: Evidence from Canadian Call Centres

We investigate compensation management in in‐house and outsourced call centres with original establishment‐level data collected in Canada. Our analysis reveals that both customer service representatives (CSRs) and managers employed in outsourced call centres earn 91 per cent of the cash pay earned by their in‐house counterparts. Lower cash pay levels in outsourced call centres are related to higher CSR quit rates and absenteeism. Although CSR cash pay is associated with improved workforce performance, the disparity in cash pay between in‐house and outsourced call centres does not result in a significant difference in workforce performance.

Paying both globally and locally: an examination of the compensation management of a US multinational finance firm in the Asia Pacific Region

Using the compensation information from 10 subsidiaries of a US-based financial multinational corporation (MNC) in the Asia Pacific region, I have quantitatively explored how one MNC balanced two competing logics: localization, which allows variation across subsidiaries, and strategic alignment, which promotes standardization among subsidiaries. My empirical analysis has revealed that the way this MNC balanced the two logics varied according to the aspects of compensation management and employee groups. While this MNC incorporated local contexts when determining pay level in its foreign subsidiaries, it primarily emphasized the strategic alignment logic when determining pay mix in its subsidiaries. This MNC emphasized the strategic alignment logic to a greater extent when determining the pay level for managers than it did when determining the pay level for non-managerial employees.

A fair go? The gender pay gap among corporate executives in Australian firms

Abstract In virtually all economies, executive positions are highly male dominated. This study examines the pay gap between male executives and female executives in large Australian firms from 2011 to 2014 to evaluate whether female executives are paid equitably compared with male executives. The mean pay comparison shows that female executives earn 80.7% of the total pay earned by male executives. A large part of the gender pay gap is explained by differences in positions held; female executives are particularly underrepresented in highly paid executive positions. After controlling for executive position and other relevant individual and firm characteristics, there remains a 15.1% gender gap in total pay. Our findings suggest that to achieve the goal of gender equity, both the proportion of women at executive level and the executive-level gender pay gap need to be monitored.

Organizational Predictors of Gender Pay Gap at Executive Level

A handful of US studies found that female executives earn significantly less than their male counterparts. The nature of these prior studies is descriptive (i.e., estimating the size of the gender pay gap), and firm differences in the size of the gender pay gap remain largely unexplored. Our analysis of executive compensation in large Australian firms between 2004 and 2012 demonstrates that the executive gender pay gap is smaller in firms when their executive compensation committee includes a female member. We also find that the proportion of women in the top executive team is associated with the size of the gender pay gap in a non-linear manner. When women are in the minority in the top executive team, increasing the proportion of women narrows the gender pay gap; however, when women are the majority, further increasing the proportion of women widens the gender pay gap.

A Fair Go? Gender Pay Gap at the Executive Level in Australia

Research has identified a significant gender pay gap in labor market in many international contexts. However, research on this topic at the executive level is limited outside the US and the UK. Thi...