On the Foundations of Wage Bargaining
This paper provides strategic foundations for the insight that the bargaining power of employees depends on the firm’s labour turnover costs. The analysis shows how these costs determine the firm’s degree of substitutability between two sets of wage negotiations: (i) those the firm conducts with its incumbent employees; and (ii) the alternative negotiations it could conduct with new job seekers. In this context, labour turnover costs not only influence the negotiators’ alternatives to bargaining (i.e. the negotiators’ fall-back positions and outside options); they affect the nature of the bargaining process itself. This approach leads to a new theory of wage determination.
|Date of creation:||Nov 1996|
|Date of revision:|
|Contact details of provider:|| Postal: Centre for Economic Policy Research, 77 Bastwick Street, London EC1V 3PZ.|
Phone: 44 - 20 - 7183 8801
Fax: 44 - 20 - 7183 8820
|Order Information:|| Email: |
When requesting a correction, please mention this item's handle: RePEc:cpr:ceprdp:1514. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: ()The email address of this maintainer does not seem to be valid anymore. Please ask to update the entry or send us the correct email address
If references are entirely missing, you can add them using this form.