Manufacturing Productivity with Worker Turnover

Moon, Ken; Bergemann, Patrick; Brown, Daniel; Chen, Andrew; Chu, James; Eisen, Ellen A.; Fischer, Gregory; Loyalka, Prashant; Rho, Sungmin; Cohen, Joshua

doi:10.2139/ssrn.3248075

Cited by 13 publications

(13 citation statements)

References 61 publications

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“…For example, the average employee turnover rate in China was 20.8% in 2016 with the rate being as high as 40% in some industries (Callegarin (2017)). Not surprisingly, research suggests that rapid worker turnover significantly disrupts productivity (Moon et al (2019), Moon et al (2020)).…”

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confidence: 99%

Improving Management Through Worker Evaluations: Evidence from Auto Manufacturing

Cai

Wang

2022

The Quarterly Journal of Economics

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Using a randomized experiment with an automobile manufacturing firm in China, we measure the effects of letting workers evaluate their managers on worker and firm outcomes. In the treatment teams, workers evaluate their managers monthly. We find that providing feedback leads to significant reductions in worker turnover and increases in team-level productivity. In addition, workers report higher levels of happiness and well-being. The evidence suggests that these results are driven by learning by managers leading to changes in their behavior and an overall better relationship between managers and workers.

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confidence: 99%

Improving Management Through Worker Evaluations: Evidence from Auto Manufacturing

Cai

Wang

2022

The Quarterly Journal of Economics

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“…Employees' turnover creates negative consequences for organizations as the distress of reduction in productivity comes up. In recent literature, it is clear that turnover meaningfully destructively affects productivity causing millions of dollars materialistic cost (Moon et al, 2018). When an employee feels dissatisfied with the unreasonable organizational policies and practices or gets frustrated due to the political behavior of co-workers or supervisors, it can make him or her emotionally exhausted, indifferent toward the job duties, and/or lacking in professionalism.…”

Section: Popmentioning

confidence: 99%

Perceived Organizational Politics and Age, Interactive Effects on Job Outcomes

et al. 2020

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Studies conducted previously on the role-played by age in association with perceived organizational politics (POP) with different outcomes of job calls for more attention toward this domain. The current piece of research observes the effect of POP on job outcomes that include turnover intentions (intent to leave), job stress, and job satisfaction. It also sheds light on the age moderation in the POP association with job outcomes. The data used in this research were diverse and collected through self-administered and cross-sectional questionnaires. Multiple regression analysis was used as data analysis technique. Precisely, this research discovered that POP has a positive connection with job stress and intent to leave, while having no connection with job satisfaction. Moreover, POP impacts on job satisfaction and job stress was found to be positive in younger employees whereas in older employees, it affected both these variables negatively.

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“…A key causal mechanism here is that FOA and CB provide vehicles for workers to exercise their “voice” to improve working conditions, resulting in higher worker satisfaction and lower worker turnover as a consequence (Freeman & Medoff, 1984). Among Chinese manufacturing suppliers to Apple, for example, the worker turnover rate exceeds 300% annually and this high turnover is estimated to reduced productivity by $146–178 million (Moon et al, 2018) and reduces product reliability (Moon et al, 2020). In the apparel supply chain for example, turnover rates in supplier factories in East and Southeast Asia average 60% per year (Li & Kuruvilla, 2021).…”

Section: Introductionmentioning

confidence: 99%

Freedom of Association and Collective Bargaining in Global Supply Chains: A Research Agenda

Kuruvilla

Li²

2021

J Supply Chain Manag

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This article outlines a research agenda for Freedom of Association and Collective Bargaining, two fundamental labor rights essential to the achievement of “Decent Work” for workers in global supply chains. The authors argue that SCM scholars are uniquely positioned to address how workers’ freedom of association and collective bargaining rights in global supply chains could be improved. This stems, in part, from the fact that SCM researchers and industry practitioners share a common “logic of efficiency” in the analysis of supply chains. The authors suggest three broad areas of research on freedom of association and collective bargaining, with their attendant methodological implications.

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Manufacturing Productivity with Worker Turnover

Cited by 13 publications

References 61 publications

Improving Management Through Worker Evaluations: Evidence from Auto Manufacturing

Improving Management Through Worker Evaluations: Evidence from Auto Manufacturing

Perceived Organizational Politics and Age, Interactive Effects on Job Outcomes

Freedom of Association and Collective Bargaining in Global Supply Chains: A Research Agenda

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