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Petri Böckerman

Jyväskylä University School of Business and Economics, and Labour Institute for Economic Research, Finland, and IZA@LISER, Luxembourg

World of Labour role

Author, Topic spokesperson

Expertise

Employee well-being, Job satisfaction, Happiness, Health, Health behaviour, Sickness absence

Country

Finland

Languages

Finnish - Native speaker, English - Non-native speaker

Media experience

Print, Digital, Radio

Email

petri.bockerman@labour.fi

Phone

358 925357360

Current position

Professor of Health Economics, Jyväskylä University School of Business and Economics, Finland; Researcher, Labour Institute for Economic Research, Finland; Research Fellow, IZA, Germany

Website

http://www.petribockerman.fi/

Past positions

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)

Qualifications

PhD Economics, Helsinki School of Economics, 2003

Selected publications

  • “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).

Article(s)

  • High involvement management and employee well-being

    Giving employees more discretion at work can boost their satisfaction and well-being

    Petri Böckerman, July 2015
    A 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.
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