Search results

The paper seeks to empirically identify the theoretically ambiguous relationship between employer fringe benefit provision and worker job satisfaction.

Using the five most recent waves of the National Longitudinal Survey of Youth, both pooled cross‐section and fixed effects estimates explain the relationship between fringe benefits and job satisfaction. The potential endogenous relationship is also tested using a recursive bivariate probit procedure.

Fringe benefits are significant and positive determinants of job satisfaction. The potential endogeneity between fringe benefits and job satisfaction is not shown in this dataset while controlling for fixed effects does not remove the significant impact of fringe benefits.

A limitation is the inability to control for total compensation within the estimations and control for wage changes as a result of fringe benefit provision.

Higher levels of worker job satisfaction, potentially resulting from fringe benefit provisions, have been linked to important productivity measures such as lower quit rates and absenteeism.

The paper is the first to study the relationship between fringe benefits and job satisfaction in detail while additionally testing for the endogeneity of the relationship and controlling for fixed effects.

Nineteen eighty‐nine is the year of fringe benefits. The Tax Reform Act of 1986 introduced a series of rules that have forced employers to adopt fringe benefit regimes that do not discriminate in favor of highly compensated employees if the benefits are to remain exempt from federal income tax. Recent regulations require compliance by the end of calendar year 1989. The test for non‐discrimination applies to health, retirement, dependent care, and educational benefits, among others.

Fringe benefits have long been a popular and often essential way of helping to compensate international staff. Those which qualify (however structured) for favourable tax treatment are increasingly popular. This influences the international competitiveness of companies.

The aim of this study is to examine the structural relationship between Spector’s nine job satisfaction facets (supervision, nature of the work, communication, contingent rewards, co-worker, fringe benefits, payment, promotion and operating procedures), organizational commitment facets (normative commitment, affective commitment and continuance commitment) and the influence of employees’ years of experience on satisfaction and commitment relationships. Owing to the nature of the industry, employee satisfaction, retention and commitment in Information and Communications Technology-Small and Medium-sized Enterprise (ICT-SME) is a matter of great concern.

A total of 256 valid questionnaires were collected among employees of Information and Communications Technology-Small and Medium-sized Enterprises (ICT-SMEs) to evaluate the measurement and structural model using partial least squares path modelling approach.

The findings indicate that payment, promotion, fringe benefits, co-worker, communication, operating procedures and nature of the work are positively associated with affective commitment. Furthermore, payment, promotion, fringe benefits, supervision, contingent rewards, operating procedures and nature of the work have a positive relationship with normative commitment. Considering employees’ years of experience as a categorical moderating variable, the results of partial least squares multi-group analysis show how the discrepancies between employees’ years of experience influence their level of commitment.

This study reveals that employees’ affective and normative commitments are positively associated and their continuance commitment is contingent upon their affective commitment, and not normative commitment. There are only three factors, i.e. promotion, fringe benefits and operating procedures, that are conductive to employees’ continuance commitment. Contributions, implications and limitations of the study are discussed.

Various aspects of managerial and professional employees in Australia are examined in an attempt to establish if the Australian experience is similar to that reported in other countries where “management” appears to have emerged as a third force between the employers and organised labour. It is argued that the new style manager is a younger, more highly educated “professional” but that the managerial function is also changing. A survey, conducted in Australia during 1985 of senior executives and 14 large scale organisations from both the public and private sector, provides the basis for this report of the changing characteristics of managerial and professional employees in Australia. Areas explored include the proportion of managers and professionals as a percentage of the labour force; particular characteristics which are emerging; education levels and qualifications; the process governing the movement of managers within the labour market; the effect of recent legislation on remuneration systems; and the degree of union membership among managers.

It is astonishing that so many people do not know the gross amount of their income, let alone the amount spent on them by their employers for fringe benefits. Some fringe benefits are statutory — eg, employers have to pay National Insurance and allow so many weeks paid holiday each year; others are non‐statutory. These latter can cover a remarkable mix: eg, vacations, non‐contributory pensions, private health schemes, use of a car, tuition for study, “business” trips to exotic places, free or subsidised housing, marriage dowries, seats at the opera, use of a hunting lodge.

This paper aims to investigate whether firms strategically use retirement plans to retain employees with core competencies and whether offering these retirement plans provides competitive advantages that lead to greater profitability.

The data set consists of annual financial data reported to the US Department of Transportation by long haul truckload carriers. The paper uses linear regression analysis to test the hypotheses. Descriptive statistics, univariate comparisons and robustness tests are also reported.

The findings support the assertion that offering a retirement plan is positively related to the attraction and retention of skilled workers and that firms that offer retirement plans are more profitable.

Data limitations preclude proving a definitive causal relationship. With the increasing availability of rich and timely data sets at both the firm and employee levels, future research may enhance the understanding of the role that pensions play in both labor and firm productivity.

This study provides evidence that retirement plans may serve as a strategic tool in highly competitive industries characterized by high labor turnover. This study shows that by analyzing the degree of cost stickiness in income statement line-items, it is possible to bypass the need for more granular analyses to uncover meaningful economic relationships. Finally, this study contributes to the literature examining the implications of operating decisions for financial performance (a balanced scorecard perspective), and it shows that offering pension benefits is related to stronger financial performance.

The Internal Revenue Service (IRS) and various state tax agencies are likely to touch your life as a library administrator either directly or indirectly. “Wait a minute!” you say. “We're a not‐for‐profit library and do not have to pay income taxes!” Read on. By the end of this article, you may be surprised to find that some not‐for‐profit libraries should, and do, pay income taxes. In any case, there are many tax areas that you or others in your parent organization must consider when working with these government agencies.

Despite all the talk and activity of the past ten years or so, training and development continues to be regarded by many managers as a fringe benefit—a very fringe benefit! It is still rarely viewed by them as a problem solving tool which can speed the removal of whole groups of problems, prevent the occurrence of potential problems and allow opportunities to be seized and exploited. There are two schools of thought about how this situation might be tackled: the first assumes that nothing of importance can be achieved until the training officer has attained a certain status level within his organisation (. . and some have greatness thrust upon them) while the other school argues that the training officer can influence events to the extent that he is perceived as having knowledge and expertise which are both relevant and appropriate to the situation. It is this latter viewpoint which seems to offer most hope and which forms the raison d'etre for this article.

SINCE this is the last time I shall write this page as editor of Work Study I crave your forbearance if it tends to have a more personal note than usual. Of necessity communication through the printed word lacks the intimacy of personal contact. After fifteen years of writing for the same readership I sometimes feel the intense curiosity Bernard Shaw revealed in a letter to a schoolgirl which I was privileged to read. ‘I confess’ he wrote, ‘that I should even like to know what sort of looking animal you are.’