LEADER 05180nam 2200697Ia 450 001 996207185403316 005 20200520144314.0 010 $a0-19-152221-X 010 $a9786611970680 010 $a1-281-97068-9 010 $a0-19-829422-0 035 $a(CKB)2560000000293823 035 $a(EBL)3052782 035 $a(OCoLC)191827400 035 $a(SSID)ssj0000079248 035 $a(PQKBManifestationID)11126496 035 $a(PQKBTitleCode)TC0000079248 035 $a(PQKBWorkID)10067386 035 $a(PQKB)11646320 035 $a(StDuBDS)EDZ0000074072 035 $a(MiAaPQ)EBC3052782 035 $a(Au-PeEL)EBL3052782 035 $a(CaPaEBR)ebr10273138 035 $a(CaONFJC)MIL197068 035 $a(EXLCZ)992560000000293823 100 $a19990216d1999 uy 0 101 0 $aeng 135 $auruz|---auuu| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 12$aA theory of employment systems$b[electronic resource] $emicro-foundations of societal diversity /$fDavid Marsden 210 $aOxford ;$aNew York $cOxford University Press$d1999 215 $a1 online resource (315 pages) 300 $aDescription based upon print version of record. 311 $a0-19-829423-9 311 $a0-19-159661-2 320 $aIncludes bibliographical references (p. [274]-290) and index. 327 $aContents; List of Figures; List of Tables; Part I: A Theory of Employment Systems; 1. The Employment Relationship; Employment Systems; Incompleteness of the Employment Contract; Defining the 'Acceptable Set' of Tasks; Use of Classification Criteria to Assign Tasks to Jobs; The Function of Job Classification Systems; Two Potential Objections to the Argument; Insights from the Historical Rise of the Employment Relationship; Conclusion; 2. The Limits of Managerial Authority; Introduction; Transaction Rules and the Employment Relation; Examples of Each Type of Task Allocation Rule 327 $aHow each Rule Deals with Different Kinds of OpportunismConclusion; 3. Diffusion and Predominance of Employment Rules; Introduction; Task Allocation Rules as Partial 'Evolutionarily Stable Strategies'; Predominance of Individual Transaction Rules; The Need for Inter-firm Institutions; Conclusion: Evolutionarily Stable Strategies and Labour Institutions; 4. Classification Rules and the Consolidation of Employment Systems; Introduction; A Theory of Job Classification; Some Lessons from Occupational Classifications used in Earnings Statistics; Labour Market Conventions and Job Classifications 327 $aSome Comparative Evidence on Classifications and their DiffusionThe Role of Institutions in Diffusing Classification Rules; Employment Systems: Integrating Transaction Rules and Inter-firm Institutions; Part II: Evidence and Personnel Management Implications; 5. Societal Diversity of Employment Systems: Comparative Evidence; Some Evidence of Inter-country Differences in Employment Systems; Production Versus Training Approach: Key Indicators; Task-oriented versus Function-oriented Approach: Key Indicators; Diffusion of Main Employment Systems; Conclusion; 6. Performance Management 327 $aIntroductionThe Inherent Difficulties of Performance Measurement; Mutual Distrust and Performance Management; Some Conventionally Used Performance Criteria; How the Contractual Constraints Shape Performance Criteria; Moral Hazard, Transaction Rules and Performance Criteria; Conclusion: Societal Influences on Performance Criteria; Appendix 1 Some Examples of Criteria Used in Performance Appraisal; Appendix 2 Transaction Rules and Performance Standards; 7. Pay and Incentives; A Theory of Pay and Classifications; Price as a Rule and 'Rate for the Job' 327 $aRate-for-the-Job Classification and Pay for PerformanceHierarchical versus Occupational Classifications and Pay Structures; Conclusion; 8. Skills and Labour Market Structure; Introduction; Effects of the Production and Training Approaches on Labour Market Structure; Approaches to Enforceability and Functional Flexibility; Institutionalization of Transaction rules by OLMs and ILMs; Monopsony and Secondary Labour Markets; Employment and Self-employment; Conclusions; Part III: Conclusions; 9. Employment Systems and the Theory of the Firm: Societal Diversity; Introduction 327 $aTransaction Costs, Opportunism and Knowledge 330 8 $aThis text examines why there are such international differences in the way employment relations are organized within the firm. 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