The Effect of Shift Structure on Performance

Brachet, Tanguy; David, Guy; Drechsler, Andrea Michelle

doi:10.1257/app.4.2.219

Cited by 31 publications

(28 citation statements)

References 34 publications

(38 reference statements)

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“…This confirms the intuition that human capital depreciation loses its relative importance when employment spells are short and the scope for erosion of individual human capital is limited. 5 To derive the first term in the bracketed expression in (5), note that since  e k,j * =  e k, j at the time of exit, where j marks individual k's date of exit, the difference between the value of exitors' human capital retained at rate λ relative to rate γ is λ ∑ k=1 X t  e k, t−1…”

Section: Frameworkmentioning

confidence: 99%

On the Determinants of Organizational Forgetting

David

Brachet

2011

American Economic Journal: Microeconomics

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Studies of organizational learning and forgetting identify potential channels through which the firm's production experience is lost. These channels have differing implications for efficient resource allocation within the firm, but their relative importance has been ignored to date. We develop a framework for distinguishing the contributions of labor turnover and human capital depreciation to organizational forgetting. We apply our framework to a novel dataset of ambulance companies and their workforce. We find evidence of organizational forgetting, which results from skill decay and turnover effects. The latter has twice the magnitude of the former. (JEL D23, D83, J24, J63)

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Section: Frameworkmentioning

confidence: 99%

On the Determinants of Organizational Forgetting

David

Brachet

2011

American Economic Journal: Microeconomics

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“…is or is not within acceptable standards). As these tasks are executed, physical and mental fatigue will increase (Brachet, David, and Drechsler 2012). Furthermore, experimental evidence indicates that mental fatigue increases physical fatigue (Wright et al 2007, Marcora, Staiano, andManning 2009).…”

Section: Daily Schedule Effects On Quality Assessmentmentioning

confidence: 99%

Assessing the Quality of Quality Assessment: The Role of Scheduling

Ibanez

Toffel²

2017

SSRN Journal

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Many production processes are subject to inspection to ensure they meet quality, safety, and environmental standards imposed by companies and regulators. This paper explores how the scheduling of inspections risks introducing bias that erodes inspection quality by altering inspector stringency. We theorize that inspection results will be affected by (a) when the inspection occurs within an inspector's daily schedule and (b) the inspection outcomes of the inspector's prior inspected establishment. Analyzing thousands of food safety inspections, we find that inspectors cite fewer violations in successive inspections throughout their day and when inspections risk prolonging their typical workday. We also find that inspectors cite more violations after inspecting establishments that exhibited worse compliance or greater compliance deterioration. We discuss several implications for managers who schedule or rely on inspections.

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“…The figure shows that performance is not only measurable for low-skilled jobs with routine tasks, but that it can also be measured for rather knowledgeintensive, non-routine professions, such as lawyers, physicians, or scientists. Supermarket cashiers: number of items scanned per second [3] Call agents: average length of calls [4] Lawyers: number of hours billed, new client revenue [5] Fruit pickers: kilograms of fruits picked per day [6] Academic scientists: PhD thesis gets published in top journal, number of citations [7] Academic scientists: impact factor weighted publications [8] Teachers: teacher value-added [9], [10] Paramedics: transport time, number of procedures [11] Politicians: number of submitted bills [12] Navy recruiters: number and quality of recruits [13] …”

Section: Jan Sauermann | Performance Measures and Worker Productivitymentioning

confidence: 99%

“…Another group of studies utilize performance measures that are either based on quality, or quality-adjusted measures [7], [8], [9], [10], [12]. Only a few studies use several measures, based on different dimensions [4], [11].…”

Section: Quantity and Qualitymentioning

confidence: 99%

“…Direct measures of workers' productivity allow one to estimate how the number of working hours or shifts in working hours affect performance; this might be crucial with respect to health and safety. Long working hours, for example, might result in increased fatigue, which is particularly dangerous in medical occupations [11]. This type of result can also provide direct advice about whether working hours should be expanded or reduced.…”

Section: Working Hours and Performancementioning

confidence: 99%

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Performance measures and worker productivity

Sauermann¹

2016

izawol

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Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Terms of use: Documents in eLeVaTOr PITCHMeasuring workers' productivity is important for public policy and private-sector decision-making. Due to a lack of reliable methods to determine workers' productivity, firms often use specific performance measures, such as how different incentives affect employees' behavior. The public sector also uses these measures to monitor and evaluate personnel, such as teachers. To select the right performance measures, and as a result design better employment contracts and improve productivity, policymakers and managers need to understand the advantages and disadvantages of the available metrics. auTHOr'S maIn meSSaGeMeasures of worker productivity can give important insights into how workers perform and how workplaces should be organized. Direct measures of productivity are used to study a range of questions, such as the effects of incentives on workers' productivity, the influence of peers on behavior, or the accumulation of human capital on the job. For these and related questions, it is important to select appropriate performance measures. This choice is critical, as relying on inappropriate measures can lead to the design of inefficient incentives, poor employment contracts, or wrong policy conclusions. ConsThere is no universal definition of worker productivity; measures of worker productivity typically depend on the setting in which they are collected. Worker productivity is usually multidimensional, but it is generally not possible to measure all dimensions. If the wrong performance measures are chosen to evaluate workers, distortions can create negative effects on worker productivity. For settings in which performance is only observable at the team level, it is not always possible to estimate individual contributions to team productivity. Performance measures and worker productivityChoosing the right performance measures can inform and improve decision-making in policy and management

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The Effect of Shift Structure on Performance

Cited by 31 publications

References 34 publications

On the Determinants of Organizational Forgetting

On the Determinants of Organizational Forgetting

Assessing the Quality of Quality Assessment: The Role of Scheduling

Performance measures and worker productivity

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