Employee discretion and the labor-market environment

Jaime Ortega

A chapter in Advances in the Economic Analysis of Participatory & Labor-Managed Firms, 2010, pp 89-110 from Emerald Group Publishing Limited

Abstract: This study provides an empirical analysis of the relationship between job design and the labor-market environment in which firms operate. In particular, I focus on one aspect of job design: the extent to which employees have discretion (autonomy) to organize their work. There has been considerable emphasis in the last 20 years on the importance of “high-involvement” work practices, which seek to give employees more decision rights at work. This literature has been concerned with the introduction of work practices such as team work, job rotation, or quality circles, and with the use of performance pay contracts. Within this literature, there are also some studies that focus more particularly on the extent to which employees have job discretion or autonomy. Discretion is an important characteristic of jobs because much of the redesign effort that has been conducted in the last years has aimed at giving employees more power to make decisions at work, and performance gains are largely attributed to these changes.

Date: 2010
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Persistent link: https://EconPapers.repec.org/RePEc:eme:aeapzz:s0885-3339(2010)0000011008

DOI: 10.1108/S0885-3339(2010)0000011008

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