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November 6, 2008    DOL Home > OASP > Chartbook of International Labor Comparisons > Section 3   

Section 3 - Competitiveness Indicators for Manufacturing

Relative levels and changes in manufacturing hourly compensation costs and relative changes in manufacturing labor productivity (output per hour) and unit labor costs can be used to partially assess international competitiveness. These data are available on a comparative basis only for the manufacturing sector. Charts 3.1 and 3.2 compare the level and trends of hourly compensation costs for production workers in manufacturing. The data are adjusted to U.S. dollars at market exchange rates. Changes over time in compensation costs denominated in U.S. dollars reflect the underlying national wage and benefit trends measured in national currencies, as well as frequent and sometimes sharp changes in currency exchange rates. The hourly compensation figures in U.S. dollars provide comparative measures of employer labor costs; they do not provide inter-country comparisons of the purchasing power of worker incomes. Chart 3.3 depicts employer social insurance expenditures and other labor taxes as a percent of hourly compensation costs.

Charts 3.4 through 3.7 provide comparisons of manufacturing productivity growth rates, the composition of productivity growth in terms of changes in output and hours worked, trends in unit labor costs, and shares of world manufacturing output. Unit labor costs are defined as the cost of labor compensation per unit of output. Changes in unit labor costs reflect the net effect of changes in hourly worker compensation and in labor productivity. Unit labor costs rise when compensation per hour rises faster than labor productivity. Conversely, if labor productivity rises faster than hourly compensation, unit labor costs decline.

The compensation costs indicators provide the most extensive country coverage in this chartbook. Twenty-two economies and the EU-15 are shown on those charts. For productivity, the coverage is limited to 15 economies.


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