通过雇主发出信号来避免劳力短缺：工作环境及劳动关系的重要性外文翻译.docVIP

外文翻译 原文 AVOIDING LABOR SHORTAGES BY EMPLOYER SIGNALING: ON THE IMPORTANCE OF GOOD WORK CLIMATE AND LABOR RELATIONS Material Source:Industrial and labor relation Review.Vol.63,No.2 Author:Simone·N·Tour Avoiding labor shortages or job vacancies is a key factor in firms’ competiveness, particularly in innovative, high quality, or labor intensive industries. Few studies,however, whether empirical or theoretical, have considered job vacancy rates and how to avoid them. Our study, novel in its approach, investigates how employers may gain a competitive advantage in reducing their own labor shortage through employer signaling1—the reverse of employee signaling as introduced by Michael Spence (1973). We test the implications of our analysis by using a unique company data set that covers a large number of variables on companies’ workplace characteristics, thus providing innovative and far-reaching results. We find that companies are clearly able to reduce job vacancies by signaling the quality of their labor relations through a number of observable company characteristics, ones that have so far been related neither to recruitment success nor to the avoidance of high job vacancy rates. Such a study is warranted for a number of reasons. First, German works councils,the functional analog of workplace unions in other countries, have been extensively analyzed with respect to worker productivity, investment issues, or the well-being of incumbent workers (see for example Addisonetal. (2007) or Addison etal. (2004)). Their value to potential employees and their indirect effects on productivity via improved recruitment success, however, have not been studied. Second, although apprenticeship training has been studied innumerable times with respect to earnings, productivity, or skill shortage prevention through skill enhancement, its indirect effect on avoiding job vacancies via improved recruitment success from the external workforce has been neither recognized nor empirically studie