Using social connections and financial incentives to solve coordination failure: A quasi-field experiment in India's manufacturing sector

Afridi, Farzana; Dhillon, Amrita; Li, Sherry Xin; Sharma, Swati

doi:10.1016/j.jdeveco.2020.102445

Cited by 21 publications

(18 citation statements)

References 32 publications

(35 reference statements)

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“…HR managers can improve their understanding of the salience of group identifies (Chen & Li, 2009), and social norms of groups or ‘tribe’ could be employed to influence employee behaviour to align with the organisation’s goals. In a recent study, Afridi et al (2020) simulate assembly line production in an experimental set up in which workers exerted real effort in teams whose members are either socially connected or unconnected and are paid according to the group output. They found that group output significantly increased by 18%, and coordination improved by 30%–39% when workers are socially connected with their co-workers.…”

Section: Behavioural Insights For Solutionsmentioning

confidence: 99%

Dynamic Inconsistency and Incentive Design: Insights from Behavioural Economics for HR Managers

Gaurav¹

2021

NHRD Network Journal

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Behavioural economics is a thriving field that offers descriptive models of human decision-making that deviate from the standard model of decision-making in economics. This article presents insights from behavioural economics that can help address dynamic inconsistency, that is, time-inconsistency problems of employees and inform incentive design strategies. The author argues that lessons from behavioural economics can be applied to design solutions that can transform HR practices. HR managers and leaders stand to benefit from the emerging evidence from the lab and field in behavioural economics that calls for a rethinking of the conventional understanding of human behaviour.

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Section: Behavioural Insights For Solutionsmentioning

confidence: 99%

Dynamic Inconsistency and Incentive Design: Insights from Behavioural Economics for HR Managers

Gaurav¹

2021

NHRD Network Journal

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“…When the production process is running, coordination between supervisor and employees and overall during the production process must constantly be improved so that errors affect quality degradation can be minimized (Afridi et al, 2020). Giving certain marks to the raw materials based on specifications and suppliers of origin and do double checks each time raw materials are received from suppliers to make sure meets the company's quality standard.…”

Section: Recommendationmentioning

confidence: 99%

Six Sigma Analysis as an Approach to Improve Quality of Corrugated Zinc Sheet Product

Cahya

2021

JPEB

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Every manufacturing company will strive to create the best quality products. This is also done by PT. CMSM, a steel company, is producing corrugated zinc products. In several production periods, the defective product values were still found that exceeded the tolerance limit value set at 0.5% in corrugated zinc products. These problems are, of course, very detrimental to the company, so it’s essential to control the quality of corrugated zinc products. This study aimed to determine the factors that cause product defects, propose plans to improve product quality, and provide managerial recommendations based on Six Sigma analysis. Data collection techniques are carried out through observation, interviews, and documentation. Based on the study results, it is known that DPO is 0.000885 and DPMO is 884.6028. At this time, the company is at the level of 4.64 sigma with CTQ (Critical to Quality) folded zinc sheet, cut size is not according to standard, thickness is not according to standard, uneven coating layer and perforated zinc sheet. Based on the analysis, five factors cause product defects: humans, machines, methods, materials, and the environment. To improve quality, the company should improve their quality control through 5W + 1H analysis, namely by providing training to employees, periodic machine maintenance and ensuring that the SOPs that have been made are implemented correctly and adequately. Keywords: six sigma, DMAIC, product defect, quality control, manufacturing

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“…Among the new studies on social environment of Indian colonial cotton mills, a significant work by Yildiz (2020) highlights the importance of the process of transition during industrialisation of the textile industry and its social consequences; like acceptance and prevalence of clock-time based work routine and its implications. Beside the literature concerning the industrial history in colonial India, our paper is also related to the newly emerging literature that examines the role of ethnic and religious identities in ensuring social cooperation using field and lab experiments (Ghosh, 2021;Afridi et al, 2020).…”

Section: Introductionmentioning

confidence: 99%

Social fragmentation, technology adoption and productivity in colonial India

Mukherjee¹,

Sen²

2022

Preprint

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In this paper, we examine the role of social environment on firm productivity using the case of textile mills in twentieth century India. During the twentieth century, Indian textile mills were known for lower productivity than the contemporary British, American, or Japanese mills. While most of the existing studies offered explanations by directly making cross-country comparisons, we seek to explain productivity differences across Indian firms. We argue that low productivity of textile mills in colonial India was a result of a failure to generate tacit knowledge which was critical for technology adoption. The process of tacit knowledge creation depended on exchange of knowledge and ideas at the social level and therefore, is a function of demographic factors and ethnic composition of the society. In our paper, we combine input-output data from colonial textile firms with city level demographic characteristics in colonial India and estimate the effect of age structure, religious composition, and caste fragmentation on productivity. We find that the city level Muslim-Hindu ratio and inter-religion conflict negatively affected textile productivity in colonial India. The textile mills in the twentieth century India used a combination of American (ring frame) and British (mule frame) technology. We also find that cities with higher caste fragmentation were more likely to adopt American technology which required less coordination.

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Using social connections and financial incentives to solve coordination failure: A quasi-field experiment in India's manufacturing sector

Cited by 21 publications

References 32 publications

Dynamic Inconsistency and Incentive Design: Insights from Behavioural Economics for HR Managers

Dynamic Inconsistency and Incentive Design: Insights from Behavioural Economics for HR Managers

Six Sigma Analysis as an Approach to Improve Quality of Corrugated Zinc Sheet Product

Social fragmentation, technology adoption and productivity in colonial India

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