2012
DOI: 10.2139/ssrn.2071113
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When Does the Devil Make Work? An Empirical Study of the Impact of Workload on Worker Productivity

Abstract: We analyze a large, detailed operational data set from a restaurant chain to shed new light on how workload (defined as the number of tables or diners that a server simultaneously handles) affects servers' performance (measured as sales and meal duration). We use an exogenous shock-the implementation of labor scheduling software-and time-lagged instrumental variables to disentangle the endogeneity between demand and supply in this setting. We show that servers strive to maximize sales and speed efforts simulta… Show more

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Cited by 69 publications
(128 citation statements)
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References 66 publications
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“…This indicates that caregivers' hand hygiene compliance increased at first, post-activation, before subsequently decreasing. To confirm that there was an inverted U-shaped relationship between months since activation and compliance, we conducted further analyses (Kesavan, Staats and Gilland 2014;Tan and Netessine 2014). First, we determined that the stationary point occurred 21.6 months after the activation of monitoring, which was well within the observation period.…”
Section: The Long-term Effects Of Individual Monitoring On Compliancementioning
confidence: 98%
“…This indicates that caregivers' hand hygiene compliance increased at first, post-activation, before subsequently decreasing. To confirm that there was an inverted U-shaped relationship between months since activation and compliance, we conducted further analyses (Kesavan, Staats and Gilland 2014;Tan and Netessine 2014). First, we determined that the stationary point occurred 21.6 months after the activation of monitoring, which was well within the observation period.…”
Section: The Long-term Effects Of Individual Monitoring On Compliancementioning
confidence: 98%
“…Strategic servers can manipulate customer throughput time with these task management decisions when it benefits them to do so (Hopp et al 2007, Link and Naveh 2006, Tan and Netessine 2013. For example, in the restaurant industry, Tan and Netessine (2013) find that wait staff adjust the services offered to customers so that customers spend less time in the restaurant when the workload is high.…”
Section: Prior Research On Queue Management and Throughput Timesmentioning
confidence: 99%
“…For example, in the restaurant industry, Tan and Netessine (2013) find that wait staff adjust the services offered to customers so that customers spend less time in the restaurant when the workload is high.…”
Section: Prior Research On Queue Management and Throughput Timesmentioning
confidence: 99%
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“…As such, decision makers observe the consequences of a particular action and then must use this information to determine their next action. Illustrative examples can be seen in a wide variety of contexts, including labor scheduling (Kesavan, Staats and Gilland 2014;Tan and Netessine 2014), production tool choice (Upton 1997;Ramdas et al 2010), job shop scheduling (Fryer 1975), local capacity decisions (Campbell and Frei 2011), inventory ordering (van Donselaar et al 2010), pricing (Phillips, Şimşek and Ryzin 2015), research and development investment (Chao, Kavadias and Gaimon 2009), and Bayesian models (Brown, Lu and Wolfson 1964) more generally. In these and other models, individuals are assumed to use Bayesian updating to generate their beliefs, which ultimately determine their next action.…”
Section: Introductionmentioning
confidence: 99%