What Makes a High-Performance Workplace? Evidence from Retail Bank Branches
AbstractThis paper examines the effects of two high-involvement approaches to organizing work in retail bank branches: worker discretion and cross-functional flexibility. Both discretion and flexibility have positive effects on productivity and sales effectiveness. The effects of discretion and flexibility on performance in conjunction with one another are significant and negative. The worst performing branches have low-involvement work practices. Branches that have high flexibility or discretion perform better than branches with high levels of both.
Download InfoIf you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.
Bibliographic InfoPaper provided by Wharton School Center for Financial Institutions, University of Pennsylvania in its series Center for Financial Institutions Working Papers with number 00-30.
Date of creation: Aug 2001
Date of revision:
Contact details of provider:
Postal: 3301 Steinberg Hall-Dietrich Hall, 3620 Locust Walk, Philadelphia, PA 19104.6367
Web page: http://fic.wharton.upenn.edu/fic/
More information through EDIRC
You can help add them by filling out this form.
CitEc Project, subscribe to its RSS feed for this item.
- Larry W. Hunter & Annette Bernhardt & Katherine L. Hughes & Eva Skuratowicz, 2000. "It's Not Just the ATMs: Technology, Firm Strategies, Jobs, and Earnings in Retail Banking," Center for Financial Institutions Working Papers 00-31, Wharton School Center for Financial Institutions, University of Pennsylvania.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Thomas Krichel).
If references are entirely missing, you can add them using this form.