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On-the-Job Learning, Firing Costs and Employment
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April 4, 2005
This paper explores the influence of on-the-job learning on the employment effect of firing costs. In the absence of on-the-job learning, the theoretical literature shows that firing costs may increase average employment (over the booms and recessions of the business cycle). We show that the existence of on-the-job learning weakens this effect. In fact, when the amount of on-the-job learning is sufficiently large, a rise in firing costs tends to reduce average employment.
Published Online: 2005-4-4
©2011 Walter de Gruyter GmbH & Co. KG, Berlin/Boston
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Keywords for this article
Average employment;
Firing costs;
Severance Payments;
On-the-job learning;
Insider wage
Articles in the same Issue
- Contributions Article
- Cash Constraints and Business Start-Ups: Deutschmarks Versus Dollars
- On-the-Job Learning, Firing Costs and Employment
- The Effect of the Nonprofit Motive on Hospital Competitive Behavior
- Electoral Competition and Redistribution with Rationally Informed Voters
- The Environmental Kuznets Curve: Exploring a Fresh Specification
- Uncertain R&D and the Porter Hypothesis
- Do Economists Recognize an Opportunity Cost When They See One? A Dismal Performance from the Dismal Science
- A Theory of Health Disparities and Medical Technology
- Entry-Level Products with Consumer Learning
- A Test for Collusion between a Bidder and an Auctioneer in Sealed-Bid Auctions
- Fatalistic Tendencies: An Explanation of Why People Don't Save
- Adjustment Costs and Irreversibility as Determinants of Investment: Evidence from African Manufacturing
- An Index For Venture Capital, 1987-2003
- Environmental Information Provision as a Public Policy Instrument
- Competition Policy and Exit Rates: Evidence from Switzerland
- Political Variables as Instruments for the Minimum Wage
