Aperçu

Résumé (français)

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Résumé (anglais)

This dissertation examines the total returns to the employment relationship from a variety of perspectives. In the first chapter, I examine different forms of training and study its influence on individual turnover. My second chapter examines the impact of mandatory volunteer/work experience in high school on the employment and wage decisions of youths. In my final chapter, I examine flexible work hours as a moderator in the relationship between workplace strategy and organizational performance. The first chapter highlights the importance of the type of training provided to the employee in order to avoid voluntary turnover. I compare the impact of institutional training compared to course training on voluntary turnover. Estimates indicate that employees who receive course training are more likely to leave the firm for another job, while employees who receive institutional training are more likely to stay with the firm. The results indicate that different types of training have differential impacts on the employee’s turnover decision. The second chapter utilizes a provincial policy reform that requires either working at a paid job or volunteering as a mandatory high school graduation requirement and examines its impact on employment outcomes. I propose that this reform causes a change in the perceptions of work by individuals which may lead them to sacrifice income for an altruistic purpose. In addition, the low quality of jobs found working or volunteering in high school may result in a distaste for work and hence provide motivation for enrolling in post-secondary education. The empirical results support this argument as the reform resulted in an increased likelihood of high school graduates to pursue post-secondary education, while those who entered the labour force had a lower probability of employment and lower wages. The final chapter examines the generalizeable conditions under which flexible work schedules are beneficial to firm performance. I find that flextime is not a best practice that is applicable across all firm environments. Instead, flextime only increases profitability when implemented within a workforce strategy focused on employees. Conversely, flextime when implemented with a cost-reduction strategy has detrimental effects on firm profits.