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One explanation advanced for the persistent gender pay differences in labor markets is that women avoid salary negotiations. By using a natural field experiment that randomizes nearly 2,500 job seekers into jobs that vary important details of the labor contract, we are able to observe both the extent of salary negotiations and the nature of sorting. We find that when there is no explicit statement that wages are negotiable, men are more likely to negotiate for a higher wage, whereas women are more likely to signal their willingness to work for a lower wage. However, when we explicitly mention the possibility that wages are negotiable, these differences disappear completely. In terms of sorting, we find that men, in contrast to women, prefer job environments where the “rules of wage determination” are ambiguous. This leads to the gender gap being much more pronounced in jobs that leave negotiation of wage ambiguous. This paper was accepted by Gérard P. Cachon, behavioral economics.

Research on global programs to regulate labor standards has emphasized interactions between transnational and state regulatory institutions. If transnational initiatives can make state institutions more relevant, they have the potential to reinforce, rather than displace, state labor regulation. Through a study of the Indonesia-based program of a leading initiative to improve working conditions in the garment industry, Better Work, this article identifies the conditions under which transnational regulations reinforce domestic ones. Drawing on two case studies comparing regulations governing fixed-term contracts and minimum wage renegotiations in four Indonesian districts, the authors find that reinforcement is likely when two conditions jointly occur: unions mobilize to activate state institutions, and transnational regulators have support to resolve ambiguities in formal rules in ways that require firms to engage with constraining institutions. The authors further test the findings through a quantitative analysis of factory participation in state-supervised wage renegotiations. The findings reveal opportunities and constraints to designing global programs that can both improve factory-level standards and support the functioning of state labor market institutions.

Amid growing interest in unionization and recent strike activity among physicians, policies could be updated to better reflect the realities of modern health care and incorporate lessons from other countries.

[...]the bargaining team has made good progress, meeting with the Whänau Awhina Plunket team over four days, and reaching agreement in principle on a number of improvements in conditions for members across all represented groups. [...]we focused on an increase to sick leave, pay rises for administration and Family Start staff (who support expectant parents) and opening up a 40-hour week to those who wanted. The DHB/Te Whatu Ora registered nurse (RN) hourly pay rate now ranges from $28.68 to $42.55 against $25.98 to $39.88 for a Whänau Äwhina Plunket RN, and we again are seeking parity with their rate.

In The Future We Need , Erica Smiley and Sarita Gupta bring a novel perspective to building worker power and what labor organizing could look like in the future, suggesting ways to evolve collective bargaining to match the needs of modern people-not only changing their wages and working conditions, but being able to govern over more aspects of their lives. Weaving together stories of real working people, Smiley and Gupta position the struggle to build collective bargaining power as a central element in the effort to build a healthy democracy and explore both existing levers of power and new ones we must build for workers to have the ability to negotiate in today and tomorrow's contexts. The Future We Need illustrates the necessity of centralizing the fight against white supremacy and gender discrimination, while offering paths forward to harness the power of collective bargaining in every area for a new era.

ObjectivesThe primary focus of pay-for-performance (P4P) schemes in the UK has traditionally been related to the public health and inclusion elements related to the activities of doctors with comparatively less attention given to nursing care as a component of the scheme. However, nursing is an integral part of healthcare delivery in the National Health Service and nurses constitute the major group of healthcare professionals in most countries. Our aim was to explore advanced nurse practitioner (ANPs) experiences of the Quality and Outcomes Framework (QOF), using the Implicit Leadership Theory (ILT) frame.MethodsWe used a case study approach. Six articles on the QOF work were synthesised, focused on ANPs and their leadership potential in healthcare. Evidence showed that despite having importance in delivering the activities of QOF, nursing activities overlooked. We undertook a thematic synthesis of these papers, with a specific focus ANPs’ leadership development in Long Term Conditions (LTC) care within general practice and capacity to influence the healthcare system.FindingsSix themes were identified: (1) sensitivity, patient-centred care, context and continuity of care; (2) intelligence—leaders capable of making strategic decisions in healthcare settings, (3) dedication, trust, equity and equality, (4) dynamism of nursing, (5) tyranny, guise of teamwork, collaboration and (6) nursing and healthcare leadership.ConclusionsNurses in leadership roles created good working relationships, coped with conflicts and contributed to shared objectives and were sympathetic collaborators. Using the six ILT characteristics, we found that nurses were collaborators. Future P4P schemes should benefit from a collective lens of healthcare personnel when focusing on quality initiatives and improving the delivery of healthcare activities.

When pro football players formed a union to stand up against the NFL for their own interests, they chose lawyer Ed Garvey as their Executive Director. The NFL Players Association (NFLPA), would take on the NFL over player contracts, collective bargaining agreements, and antitrust suits. It lobbied for players' free agency, contract rights, and impartial arbitration of disciplinary disputes. Garvey navigated strikes, lockouts, scabs, stooges, lies, as well as the sports media complex—to maintain players' dignity. According to the league, the players were to take what they were given and \"never ask why.\" In Never Ask \"Why,\" journalist Chuck Cascio presents the late Garvey's rich account of the early years of the NFLPA, taking readers among the players as they held the league accountable to play fair. Learning from their mistakes, the NFLPA would succeed in curbing commissioner Pete Rozelle's disciplinary power and striking down the Rozelle Rule's absolute control over free agency. Garvey tells the intimate stories of how pro football players, rivals on the field, rallied together to stand up for themselves. He worked tirelessly to change a system that exploited players and even controlled the media. In the end, Garvey shows how the NFLPA transformed the state of pro sports leagues today and how, even still, they work to keep down the players on whose backs they profit.

In this paper we test the hypothesis that boundary spanning is a differentiated function that is not necessarily performed by one person, as assumed in much previous research. Using longitudinal network data collected during labor negotiations, we found that some individuals on the bargaining teams (\"representatives\") broker ties toward their opponents, while others (\"gatekeepers\") broker ties from their opponents; and some broker task-oriented ties (measured by flows of advice), while others broker socioemotional ties (measured by flows of trust). Differentiation of trust and advice brokerage roles was strong throughout the negotiations, while differentiation of representative and gatekeeper roles became more distinct as the contract deadline (and increased potential for role conflict) neared. This analytic distinction suggests that role conflict must be examined differently, both conceptually and methodologically, and widens the range of options available for managing potential role conflicts.