331 Arbeitsökonomie
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This dissertation comprises three stand-alone research papers dealing with different aspects of labor market characteristics: bonus payments and the gender pay gap; second job holding; and workers un-covered by collective bargaining. The first paper ``Non-base compensation and the gender pay gap'' investigates whether and how non-base compensation in the form of bonus payments, overtime pay, and shift premia contributes to the gender pay gap.
Unionization along with collective bargaining coverage has been on the decline on recent decades. Using German administrative data, the second paper examines which workers in firms covered by col-lective bargaining agreements still individually benefit from these union agreements, which workers are not covered anymore and what this means for their wages.
The third paper studies the development and persistence of second job holding in Germany after a legislative change in the year 2003 allowed the extensive dispensation of marginal second jobs from taxes and social security contributions. Using data from the German Socio-Economic Panel I document a substantial increase in second job holding in Germany since 2003 and find in a dynamic panel model setting that there is true state dependence in second job holding.
Wenn in empirischen Studien nach der Arbeitszufriedenheit gefragt wird, dann zielen die verwen-deten Fragen in aller Regel auf die gesamthafte Beurteilung der Arbeitssituation und nicht etwa auf das mit der Arbeitstätigkeit verbundene Gefühlserleben. Um letzteres geht es im vorliegenden Bericht. Das Arbeitserleben ist zweifellos ein wichtiges Element, das in die Beurteilung der Arbeits-situation einfließt, es ist aber nur ein – wenngleich bedeutsamer – Faktor unter vielen anderen, die die Arbeitszufriedenheit bestimmen. Als Analysebasis dienen die Daten der Telefonumfrage des European Survey of Working Conditions (EWCTS) von 2021 in 36 europäischen Ländern. Er-gänzend werden die Daten des European Survey of Working Conditions (EWCS) von 2015 analy-siert. Berichtet wird über die Unterschiede im Arbeitserleben von Unternehmern und Arbeitneh-mern. Außerdem wird untersucht, welche Belastungsfaktoren auf das Arbeitserleben einwirken. Auf der Basis der Analyseergebnisse wird ein allgemeines Verhaltensmodell entwickelt, das, neben der Erlebniskomponente, auch die Urteilskomponente enthält. Das Arbeitserleben und die Zufrie-denheit mit den Arbeitsbedingungen werden danach ganz wesentlich von der Wertschätzung be-stimmt, die man für seine Arbeit erfährt. Die Arbeitsbelastungen und die Autonomie spielen dage-gen kaum eine Rolle. Das mindert allerdings nicht die grundsätzliche Bedeutung dieser beiden Va-riablen. Die diesbezüglich schwachen Korrelationen finden ihren Grund mutmaßlich im engen Re-ferenzrahmen der subjektiven Skalierung.
The significance of selecting suitable talent
A company’s success is significantly influenced by the professionalism and quality of decision-making, especially selecting decisions to hire suitable talent. The term “talent” can be taken to mean as someone who has talent (talent as the sum of one’s abilities) and someone who is a talent. Leadership talent makes a difference in organizational success, has the potential to succeed as a leader, and thus will
hold corresponding pivotal positions. In this book, we focus on the selection and acquisition of leadership talent, since such talent is more difficult to find in the market and, at the same time, more challenging to select. Selecting these talented individuals is one of the most critical components of effective organizations. Hardly any other corporate decision has such significant effects on corporate success as talent selection. Recruiting and personnel selection are also the first steps in promoting capability building and creating successful teams. For example, Warren Buffet, renowned for his investing prowess, says, “I have only two jobs. One is to attract and keep outstanding managers to run our various operations”. This highlights the need for an effective and efficient personnel selection process and to improve the diagnostic performance of such procedures. In addition, the increasing diversity of applicants, global competitiveness, and the lack of qualified personnel in specific labor and job markets also increase the importance of high-quality personnel selection processes.
