Who Gains From Organizational Flexibility? Flexible Organizational Practices and Wage Inequality

Dados Bibliográficos

ID2374855
AutoresAlina Rozenfeld-Kiner (0000-0002-3503-4433, University of Haifa), T Kristal (0000-0003-0273-5505, University of Haifa)
Ano2025
Volume39
Fascículo3
Páginas527-550
Data de publicação2025-06-01
Peer ReviewedSim
Open AccessSim
TipoARTICLE
PeriódicoWork Employment and Society (JOURNAL)
Identificadores do periódicoISSN: 0950-0170 • E-ISSN: 1469-8722
EditoraSAGE Publications Inc (PUBLISHER)
DOI10.1177/09500170251317979
OpenAlexW4408410403
IdiomaEN
Citações recebidas1
Referências citadas69

This study explores the implications of flexible management practices for organizational wage gaps. It argues that the implementation of high-performance and non-standard employment practices is not only skill but also class-biased, favouring workers in supervisory positions. This argument is examined using matched employer-employee data from the 2011 British Workplace Employment Relations Study (WERS) survey, which uniquely includes detailed information on flexible management practices. Findings from fixed-effects models support the argument. Wage gaps are more pronounced between supervisors and rank-and-file workers in organizations implementing high-performance or non-standard employment practices, compared to those without such practices. Notably, heightened education-based wage gaps are observed in organizations adopting only non-standard practices. The results suggest that purportedly efficiency-oriented changes in organizational practices are not wage-neutral but tend to favour already well-compensated workers

Business · Economics · Flexibility (engineering · Inequality · Labour economics · Management · Organizational commitment · Wage · Wage Inequality · Employment and Welfare Studies · Labor market dynamics and wage inequality · Mathematics · Social Policy and Reform Studies