Documents Mumford, Kevin J. 2 results

"The authors address the question of how a minimum wage increase affects the wages of low-wage workers relative to the wage the worker would have if there had been no minimum wage increase. The authors' method allows for the effect to depend not only on the initial wage of the worker but also nonlinearly on the size of the minimum wage increase. Results indicate that low-wage workers who experience a small increase in the minimum wage tend to have lower wage growth than if there had been no minimum wage increase. A large increase to the minimum wage not only increases the wages of those workers who previously earned less than the new minimum wage but also spills over to workers with moderately higher wages. Finally, the authors find little evidence of heterogeneity in the effect by age, gender, income, and race."

"The authors analyze an eight-year, multi-source, longitudinal data set that followed a non-union health care system in the eastern United States as it implemented a major preventative conflict management initiative placing responsibility for conflict resolution directly in the hands of line managers and employees. The initiative was a system-wide implementation of conflict management interviews (CMIs) between employees and supervisors, designed to enable them to proactively resolve conflict and follow up on agreements for improving their working relationships. The authors investigate survey and personnel file data from 5,456 individuals from 2003 to 2010 and test key predictions of Integrated Conflict Management Systems (ICMS) theory. They find that employees whose managers provide high-quality CMIs have a lower likelihood of formal grievances, significantly more perceptions of participative department culture, and lower turnover rates. Collectively, these findings suggest that simply holding CMIs may not be sufficient; rather, the quality of CMIs may be the key to successful outcomes."