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Another area of major change would be the way in which layoffs are managed.
Teachers' unions have largely opposed moves away from the tenure system, in which layoffs are based on seniority, not performance.
Thus, the firm offers a surplus, paying high regular pay for periods in which layoffs occur and high bonuses for periods in which layoffs do not occur, due to the high value of productivity.
Then, higher contingent wages paid in Period 2, in which layoffs occur, encourage workers in Period 1 to work harder.
Here, Baily (1977)'s two-period layoff model setting in which layoffs can occur only at the beginning of the second period is adopted.
Then, when we consider a contingent pay, the positive surplus is scheduled to be paid only during periods in which layoffs occur, i.e., recessions, which yields the downward rigidity of regular pay during recessions.
Similar(50)
This gives the firm an incentive to pay high regular pay in periods during which layoffs occur.
In contrast, future wages scheduled to be paid in the next period during which layoffs occur affect efforts of workers in Period 1, since the workers will receive the wages only when they work hard in Period 1 and avoid being laid off.
Future wages scheduled to be paid in the next period during which layoffs do not occur will not affect the current efforts of workers in Period 1.
We followed the convention for creating such exposure variables by using a simple median split of months in which mass layoffs exceeded their expected values (i.e., had positively signed residuals from the Box-Jenkins model).
This corresponds to the case of γ∗ (p2)=1; that is, the case in which the layoff intensity is the strongest.
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Justyna Jupowicz-Kozak
CEO of Professional Science Editing for Scientists @ prosciediting.com