The Impact of Management Practices on Employee Productivity: A Field Experiment with Airline Captains

Gosnell, Greer; List, John A.; Metcalfe, Robert

doi:10.1086/705375

Cited by 108 publications

(63 citation statements)

References 77 publications

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“…These results are in line with the recent literature on the importance of managers to explain worker's productivity (Lazear et al, 2015) and on the effectiveness of management practices (Gosnell et al, 2019). Moreover, they highlight the multiple effects of manager's training on the productivity of the firm.…”

Section: Discussionsupporting

confidence: 90%

Training, Soft Skills and Productivity: Evidence from a Field Experiment in Retail

Prada¹,

Rucci²,

Urzúa³

2019

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Any dispute related to the use of the works of the IDB that cannot be settled amicably shall be submitted to arbitration pursuant to the UNCITRAL rules. The use of the IDB's name for any purpose other than for attribution, and the use of IDB's logo shall be subject to a separate written license agreement between the IDB and the user and is not authorized as part of this CC-IGO license. Following a peer review process, and with previous written consent by the Inter-American Development Bank (IDB), a revised version of this work may also be reproduced in any academic journal, including those indexed by the American Economic Association's EconLit, provided that the IDB is credited and that the author(s) receive no income from the publication. Therefore, the restriction to receive income from such publication shall only extend to the publication's author(s). With regard to such restriction, in case of any inconsistency between the Creative Commons IGO 3.0 Attribution-NonCommercial-NoDerivatives license and these statements, the latter shall prevail. Note that link provided above includes additional terms and conditions of the license.

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Section: Discussionsupporting

confidence: 90%

Training, Soft Skills and Productivity: Evidence from a Field Experiment in Retail

Prada¹,

Rucci²,

Urzúa³

2019

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“…Our work relates to two distinct bodies of literature. First, the results speak to a literature in organizational and managerial economics about management heterogeneity (Bertrand and Schoar, 2003;Ellison and Holden, 2013;Bandiera, Guiso, Prat, and Sadun, 2015;Bandiera, Hansen, Prat, and Sadun, 2017;Gosnell, List, and Metcalfe, 2019). This litera-ture distinguishes two prominent sources of heterogeneity in management: differences in the traits and characteristics of managers; and differences in management style at the interplay between manager and organization.…”

Section: A Novel Matching Experimentsmentioning

confidence: 80%

Learning Management Through Matching: A Field Experiment Using Mechanism Design

Abebe¹,

Fafchamps²,

Koelle³

et al. 2019

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Any opinions expressed in this paper are those of the author(s) and not those of IZA. Research published in this series may include views on policy, but IZA takes no institutional policy positions. The IZA research network is committed to the IZA Guiding Principles of Research Integrity. The IZA Institute of Labor Economics is an independent economic research institute that conducts research in labor economics and offers evidence-based policy advice on labor market issues. Supported by the Deutsche Post Foundation, IZA runs the world's largest network of economists, whose research aims to provide answers to the global labor market challenges of our time. Our key objective is to build bridges between academic research, policymakers and society. IZA Discussion Papers often represent preliminary work and are circulated to encourage discussion. Citation of such a paper should account for its provisional character. A revised version may be available directly from the author.

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“…In the workplace, digital monitoring technologies reduce the cost of tracking individual productivity and can help to personalize performance feedback (Staats, Dai, Hofmann, and Milkman 2017). Effective feedback provision to workers is important to enhance performance, especially in work environments with no pay-for-performance scheme in place (Gosnell, List, andMetcalfe 2020, Blader, Gartenberg, andPrat 2020). Earlier research has shown that management practices matter for productivity (Bloom and van Reenen 2007, Bloom, Eifert, Mahajan, McKenzie, and Roberts 2013, Syverson 2011.…”

Section: Worker Behaviormentioning

confidence: 99%

“…Next to contributing to the empirical literature on optimal feedback design in operations management, our findings also address the broader societal challenge of how to combat unsustainable energy consumption practices. While there has been much progress in our understanding of non-financial incentives in residential energy consumption, research on how these insights generalize to firms is scant (Gerarden, Newell, and Stavins 2017, Gosnell, List, and Metcalfe 2020, Nilekani 2018). 5 Our work aims to partly fill this gap and should be viewed as part of the emerging literature that looks at the workplace for evidence on the effect of non-financial incentives on conservation efforts (Gosnell, List, and Metcalfe 2020).…”

Section: Related Literaturementioning

confidence: 99%

“…Giving effective performance feedback is critical in maintaining and enhancing worker productivity, especially in work environments that hinder the use of pay-for-performance schemes (Blader, Gartenberg, andPrat 2020, Gosnell, List, andMetcalfe 2020). The adoption of digital monitoring technologies in the workplace has greatly expanded managers' scope for giving workers tailored feedback (Staats, Dai, Hofmann, and Milkman 2017), and offers researchers the opportunity to study the effects of changing personnel practices on within-firm productivity (Bartel, Ichniowski, and Shaw 2004).…”

Section: Introductionmentioning

confidence: 99%

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Feedback Design and Preference Elicitation: Field Experiments in Digital Economics

Romensen¹

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Chapter 1 experimental method that elicits individual risk attitudes repeatedly. This section proceeds with a discussion of the research background and motivations against which the field experiments in this thesis are conducted. The discussion does not attempt to be exhaustive, but rather aims to provide a general overview of the points of departure for each experiment. Section 1.2 contains a detailed description of the chapters in which the experiments are discussed. Section 1.3 offers concluding thoughts. Digital economics as a research field is concerned with whether and how digital technology changes economic activity (Goldfarb and Tucker 2019). Digital technology enables information about one's behavior and choices to be stored in bits, which substantially reduces the cost of storage, computation, and transmission of data. Goldfarb and Tucker (2019) identify five types of costs that have fallen significantly in this regard: search costs, replication costs, transportation costs, tracking costs, and verification costs. This thesis zooms in on two types in particular: tracking and replication. Tracking is the ability to follow anyone's individual behavior. 1 Replication means that data, once digital, can be replicated at near zero marginal cost. The ability to track individual behavior likely reshapes principal-agent relationships in many domains. In traditional offline settings, an agent's effort is oftentimes unobservable, and in such cases the principal may be forced to design a contract based on aggregate information about the agent's activities (Hölmstrom and Milgrom 1991). In digitalized environments, an agent's effort may be completely observable to the principal. While this increases the principal's scope for using pay-for-performance schemes to achieve the desired effort level of the agent, such schemes are often not feasible in unionized establishments or in settings where the culture is such that financial incentives are seen as undesirable. Alternatively, the principal can use the data on observable effort to design and evaluate non-financial incentives that can motivate the agent, such as tailored performance feedback. The data can also be used to acquire a better understanding of agents' preferences, choices, and actions. This thesis considers three principal-agent settings in more detail and explores the potential of Student behavior In recent years, there has been much interest in the use of digital technologies in education (Escueta, Nickow, Oreopoulos, and Quan forthcoming). Existing research in this area has mainly focused on comparing courses with 6 Chapter 1 it rules out behavior in which lack of effort today can be compensated for with more effort in the future, though crucially at the expense of flexibility. In the field experiment, a novel digital commitment mechanism is developed and tested that is fully consistent with students' initial study plans. The mechanism, inspired by pacesetters in sports, incorporates the motivating effect of goal bracketing in a dynamic fashion and preserve...

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The Impact of Management Practices on Employee Productivity: A Field Experiment with Airline Captains

Cited by 108 publications

References 77 publications

Training, Soft Skills and Productivity: Evidence from a Field Experiment in Retail

Training, Soft Skills and Productivity: Evidence from a Field Experiment in Retail

Learning Management Through Matching: A Field Experiment Using Mechanism Design

Feedback Design and Preference Elicitation: Field Experiments in Digital Economics

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