Memorial University of Newfoundland, and University of Toronto, Canada, and IZA, Germany
IZA World of Labor role
Stephen Jarislowsky Chair in Cultural and Economic Transformation, Memorial University of Newfoundland; Associate Professor, University of Toronto; and Research Fellow, IZA
Compensation and benefits, high performance workplace practices, pension, retirement policy and the aging workforce, education, immigration, and minimum wages, union impact on wages, innovation and firm growth, pay equity and employment equity
Positions/functions as a policy advisor
Consultant to Statistics Canada, Citizenship and Immigration Canada, and to Human Resources and Skill Development Canada, World Bank Advisory Committee on Migration and Development (KNOMAD)
Director, Master of International Business Program (Australia, Malaysia, South Africa, China) and Associate Professor, Faculty of Business and Economics, Monash University, 2013–2014; Visiting Professor at Harvard University, Department of Economics, National Bureau of Economic Research, and Wharton School of Business, University of Pennsylvania (2012–2013); Associate Professor (Tenured), Human Resources Management, York University, 2009–2012
PhD Industrial Relations and Human Resource Management, University of Toronto
“Is compensation actually strategic: The case of profit sharing.” International Journal of Human Resource Management 26:7 (2015): 971–1001 (with R. Long).
“The macroeconomic impact of Canadian immigration: An empirical analysis using the FOCUS Model.” British Journal of Industrial Relations 51:1 (2010): 174–195 (with P. Dungan and M. Gunderson).
“Do employees profit from profit sharing? Evidence from Canadian panel data.” Industrial and Labor Relations Review 65:4 (2012): 899–927 (with R. Long).
“Immigration, ethnic wage differentials and performance pay in Canada.” British Journal of Industrial Relations 48:1 (2010): 109–130 (with J. S. Heywood).
“The effects of minimum wages on youth employment transitions: 1993–1999.” Canadian Journal of Economics 38:1 (2005): 81–104 (with M. Campolieti and M. Gunderson).
Profit sharing, a formal “bonus” program based on firm profitability, can provide strong employee motivation if properly designedTony Fang, January 2016Profit sharing can lead to higher productivity and thus to higher firm profitability and employee wages. It may also enhance employment stability by enabling firms to adjust wages during downturns rather than lay off workers. While adoption of profit sharing increases earnings fluctuations, it also increases earnings growth in the longer term. As with any group incentive plan, profit sharing may result in some workers benefiting from the effort of others without themselves exerting greater effort (“free-rider problem”). However, there is evidence that in team-based production workplaces, profit sharing may reduce shirking and thus contribute to productivity growth.MoreLess