Employee Selection as a Control System
AbstractTheories from the economics, management control, and organizational behavior literatures predict that when it is difficult to align incentives by contracting on output, aligning preferences via employee selection may provide a useful alternative. This study investigates this idea empirically using personnel and lending data from a financial services organization that implemented a highly decentralized business model. I exploit variation in this organization in whether or not employees are selected via channels that are likely to sort on the alignment of their preferences with organizational objectives. I find that employees selected through such channels are more likely to use decision-making authority in the granting and structuring of consumer loans than those who are not. Conditional on using decision-making authority, their decisions are also less risky ex post. These findings demonstrate employee selection as an important, but understudied, element of organizational control systems
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Bibliographic InfoPaper provided by Harvard Business School in its series Harvard Business School Working Papers with number 11-021.
Length: 55 pages
Date of creation: Aug 2010
Date of revision: Sep 2010
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- Eric Van den Steen, 2010.
"Culture Clash: The Costs and Benefits of Homogeneity,"
INFORMS, vol. 56(10), pages 1718-1738, October.
- Eric J. Van den Steen, 2009. "Culture Clash: The Costs and Benefits of Homogeneity," Harvard Business School Working Papers 10-003, Harvard Business School.
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