Jyväskylä University School of Business and Economics, and Labour Institute for Economic Research, Finland, and IZA, Germany
IZA World of Labor role
Author, Topic spokesperson
Professor of Health Economics, Jyväskylä University School of Business and Economics, Finland; Researcher, Labour Institute for Economic Research, Finland; Research Fellow, IZA, Germany
Health economics, Labor economics
Professor of Health Economics, Turku School of Economics, Finland (2014–2017); Adjunct Professor, School of Management, University of Tampere (2008–); Professor, School of Management, University of Tampere (2011–2012)
PhD Economics, Helsinki School of Economics, 2003
“Does high involvement management lead to higher pay?” Journal of the Royal Statistical Society: Series A (Statistics in Society) 176:4 (2013): 861–885 (with A. Bryson and P. Ilmakunnas).
“Outsourcing, occupational restructuring, and employee well-being: Is there a silver lining?” Industrial Relations 52:4 (2013): 878–914 (with M. Maliranta).
“Stature and life-time labor market outcomes: Accounting for unobserved differences.” Labour Economics 24:1 (2013): 86–96 (with J. Vainiomäki).
“The effect of polytechnic reform on migration.” Journal of Population Economics 26:2 (2013): 593–617 (with M. Haapanen).“
The job satisfaction-productivity nexus: A study using matched survey and register data.” Industrial and Labor Relations Review 65:2 (2012): 244–262 (with P. Ilmakunnas).
High involvement management and employee well-being
Giving employees more discretion at work can boost their satisfaction and well-beingPetri Böckerman, July 2015A wide range of high involvement management practices, such as self-managed teams, incentive pay schemes, and employer-provided training have been shown to boost firms’ productivity and financial performance. However, less is known about whether these practices, which give employees more discretion and autonomy, also benefit employees. Recent empirical research that aims to account for employee self-selection into firms that apply these practices finds generally positive effects on employee health and other important aspects of well-being at work. However, the effects can differ in different institutional settings.MoreLess