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- Articles and reports: 11F0019M1995080Geography: CanadaDescription:
Inequality in weekly earnings increased in the eighties in Canada. The growth in inequality occurred in conjunction with three facts. First, real hourly wages of young workers dropped more than 10%. Second, the percentage of employees working 35-40 hours per week in their main job fell and the fraction of employees working 50 hours or more per week rose. Third, there was a growing tendency for highly paid workers to work long workweeks. We argue that any set of explanations of the increase in weekly earnings inequality must reconcile these three facts. Sectoral changes in the distribution of employment by industry and union status explain roughly 30% of the rise in inequality. The reduction in real minimum wages and the decline of average firm size explain very little of the growth in age-earnings differentials. Skill-biased technological change could have increased both the dispersion of hourly wages and the dispersion of weekly hours of work and thus, is consistent a priori with the movements observed. Yet other factors may have played an equally important - if not more important - role. The growth in competitive pressures, possible shifts in the bargaining power (between firms and labour) towards firms, the greater locational mobility of firms, the increase in Canada's openness to international trade, the rise in fixed costs of labour and possibly in training costs may be major factors behind the growth in weekly earnings inequality in Canada.
Release date: 1995-07-30 - 2. Human Capital Development and Innovation: The Case of Training in Small and Medium Sized Firms ArchivedArticles and reports: 11F0019M1995074Geography: CanadaDescription:
This study examines the characteristics of small and medium-sized firms that perform training. It uses data taken from a recent Statistics Canada survey that permit firms' training decisions to be analyzed within the broader context of their many activities and strategies.
The study finds strong evidence for the hypothesis that human capital development facilitated by training is complementary to innovation and technological change. Training incidence is found to be closely related to the importance that a firm gives to research and development, the use of new technologies, and numerous other strategies that are related to innovation. Training is also greater where a firm emphasizes quality and a comprehensive human-resource strategy. The results point to the inherent complementarity of technology and human resources policy.
Release date: 1995-03-30 - Articles and reports: 11F0019M1995073Geography: CanadaDescription:
This study investigates differences in the policies being pursued by innovative and non-innovative firms. It focuses on a broad group of strategies -- in marketing, finance, production, management and human resources and asks whether there are key areas in which the strategies being followed by innovative and non-innovative firms differ. It also asks how the activities of firms in each of these areas differs. Finally, it compares the performance of innovative and non-innovative firms. The study finds that innovative firms place a greater emphasis on management, human resources, marketing, financing, government programs and services, and production efficiencies. In most of these areas, innovative firms pursue activities more intensively. Finally, innovative firms are more successful than non-innovative firms.
Release date: 1995-02-28
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- Articles and reports: 11F0019M1995080Geography: CanadaDescription:
Inequality in weekly earnings increased in the eighties in Canada. The growth in inequality occurred in conjunction with three facts. First, real hourly wages of young workers dropped more than 10%. Second, the percentage of employees working 35-40 hours per week in their main job fell and the fraction of employees working 50 hours or more per week rose. Third, there was a growing tendency for highly paid workers to work long workweeks. We argue that any set of explanations of the increase in weekly earnings inequality must reconcile these three facts. Sectoral changes in the distribution of employment by industry and union status explain roughly 30% of the rise in inequality. The reduction in real minimum wages and the decline of average firm size explain very little of the growth in age-earnings differentials. Skill-biased technological change could have increased both the dispersion of hourly wages and the dispersion of weekly hours of work and thus, is consistent a priori with the movements observed. Yet other factors may have played an equally important - if not more important - role. The growth in competitive pressures, possible shifts in the bargaining power (between firms and labour) towards firms, the greater locational mobility of firms, the increase in Canada's openness to international trade, the rise in fixed costs of labour and possibly in training costs may be major factors behind the growth in weekly earnings inequality in Canada.
Release date: 1995-07-30 - 2. Human Capital Development and Innovation: The Case of Training in Small and Medium Sized Firms ArchivedArticles and reports: 11F0019M1995074Geography: CanadaDescription:
This study examines the characteristics of small and medium-sized firms that perform training. It uses data taken from a recent Statistics Canada survey that permit firms' training decisions to be analyzed within the broader context of their many activities and strategies.
The study finds strong evidence for the hypothesis that human capital development facilitated by training is complementary to innovation and technological change. Training incidence is found to be closely related to the importance that a firm gives to research and development, the use of new technologies, and numerous other strategies that are related to innovation. Training is also greater where a firm emphasizes quality and a comprehensive human-resource strategy. The results point to the inherent complementarity of technology and human resources policy.
Release date: 1995-03-30 - Articles and reports: 11F0019M1995073Geography: CanadaDescription:
This study investigates differences in the policies being pursued by innovative and non-innovative firms. It focuses on a broad group of strategies -- in marketing, finance, production, management and human resources and asks whether there are key areas in which the strategies being followed by innovative and non-innovative firms differ. It also asks how the activities of firms in each of these areas differs. Finally, it compares the performance of innovative and non-innovative firms. The study finds that innovative firms place a greater emphasis on management, human resources, marketing, financing, government programs and services, and production efficiencies. In most of these areas, innovative firms pursue activities more intensively. Finally, innovative firms are more successful than non-innovative firms.
Release date: 1995-02-28
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