Service Completion Estimates for Cross‐trained Workforce Schedules under Uncertain Attendance and Demand

Although cross‐trained workers offer numerous operational advantages for extended‐hour service businesses, they must first be scheduled for duty. The outcome from those decisions, usually made a week or more in advance, varies with realized service demand, worker attendance, and the way available cross‐trained workers are deployed once the demands for service are known. By ignoring the joint variability of attendance and demand, we show that existing workforce scheduling models tend to overstate expected schedule performance and systematically undervalue the benefits of cross‐training. We propose a two‐stage stochastic program for profit‐oriented cross‐trained workforce scheduling and allocation decisions that is driven by service completion estimates obtained from the convolution of the employee attendance and service demand distributions. Those estimates, reflecting optimal worker allocation decisions over all plausible realizations of attendance and demand, provide the gradient information used to guide workforce scheduling decisions. Comparing the performance of workforce scheduling decisions for hundreds of different hypothetical service environments, we find that solutions based on convolution estimates are more profitable, favor proportionately more cross‐trained workers and fewer specialists, and tend to recommend significantly larger (smaller) staffing levels for services under high (low) contribution margins than workforce schedules developed with independent expectations of attendance and demand.     

Accounting Performance and Capacity Investment Decisions: Evidence from California Hospitals

Capacity decisions involve trade‐offs between the cost of capacity and the opportunity costs of lost sales. Accounting researchers posit that accounting performance provides sufficient information about these trade‐offs and thus can be used to formulate simple rules to assist capacity decisions. Empirical research has not examined the role of accounting information in capacity investment decisions at the department level in a multiproduct firm in the presence of social costs. Empirical analyses using department‐level data from California hospitals for the period 1998–2005 show that hospitals are more likely to make capacity investments in departments with high accounting performance. However, in the presence of demand variability, the association between accounting performance and capacity investment is attenuated because of the resulting increase in noise in accounting performance measures. Thus, the weight on accounting performance as a decision tool for capital investments reduces when there is demand variability. Another factor that reduces the weight on accounting performance is capacity utilization. Higher capacity utilization can lead to turning away or rerouting of patients to other hospitals and negatively impacts reputation and quality of care, which increases the hospital's social costs. Hence, hospitals do not require high accounting performance before investing in a department with high capacity utilization. This empirical evidence of the role of accounting performance in capacity investment decisions fills a gap in the capacity investment literature and furthers our understanding of the interactions between accounting performance and the operational determinants of firms’ capacity investment behavior.     

Sequential and Simultaneous Decision Making for Optimizing Health Care Resource Flexibilities

Health care administrators commonly employ two types of resource flexibilities (demand upgrades and staffing flexibility) to efficiently coordinate two critical internal resources, nursing staff and beds, and an external resource (contract nurses) to satisfy stochastic patient demand. Under demand upgrades, when beds are unavailable for patients in a less acute unit, patients are upgraded to a more acute unit if space is available in that unit. Under staffing flexibility, nurses cross‐trained to work in more than one unit are used in addition to dedicated and contract nurses. Resource decisions (beds and staffing) can be made at a single point in time (simultaneous decision making) or at different points in time (sequential decision making). In this article, we address the following questions: for each flexibility configuration, under sequential and simultaneous decision making, what is the optimal resource level required to meet stochastic demand at minimum cost? Is one type of flexibility (e.g., demand upgrades) better than the other type of flexibility (e.g., staffing flexibility)? We use two‐stage stochastic programming to find optimal resource levels for two nonhomogeneous hospital units that face stochastic demand following a continuous, general distribution. We conduct a full‐factorial numerical experiment and find that the benefit of using staffing flexibility on average is greater than the benefit of using demand upgrades. However, the two types of flexibilities have a positive interaction effect and they complement each other. The type of flexibility and decision timing has an independent effect on system performance (capacity and staffing costs). The benefits of cross‐training can be largely realized even if beds and staffing levels have been determined prior to the establishment of a cross‐training initiative.     

The Contribution of Work Representation to Solving the Governance Structure Problem

The aim of this paper is to explain in what ways work representation may contribute to an efficient governance structure. The insights from institutional economic theories will be applied to two different kinds of employee participation, namely trade unions and works councils. From the discussion it follows that the latter may be better equipped than the former to play an effective role in corporate decision-making, owing to its specific institutionalisation. The paper concludes with the finding that works councils could fulfil an important economic function, by protecting the interests of the employees as well as those of the shareholders.Several agency problems can be solved. By giving the workers consultation and codetermination rights, this will reduce their dependence on unilateral decisions by the management and may stimulate them to be more cooperative, leading to greater productivity and less monitoring costs. By giving the workers information rights, the management becomes more disciplined as well. Because contrary to trade unions the works councils usually do not determine the terms of employment, the owners of the firm do not need to fear that the employees will be able to extract a portion of the firm's profits.     

Worker Heterogeneity,New Monopsony,and Training

Abstract. A worker's output depends not only on his/her own ability but also on that of colleagues, who can facilitate the performance of tasks that each individual cannot accomplish on his/her own. We show that this common‐sense observation generates monopsony power and is sufficient to explain why employers might expend resources on training employees even when the training is of use to other firms. We show that training will take place in better‐than‐average or ‘good’ firms enjoying greater monopsony power, whereas ‘bad’ firms will have low‐ability workers unlikely to receive much training.     

Equilibrium Wage Dispersion with Worker and Employer Heterogeneity

We construct and estimate an equilibrium search model with on–the–job–search. Firms make take–it–or–leave–it wage offers to workers conditional on their characteristics and they can respond to the outside job offers received by their employees. Unobserved worker productive heterogeneity is introduced in the form of cross–worker differences in a “competence” parameter. On the other side of the market, firms also are heterogeneous with respect to their marginal productivity of labor. The model delivers a theory of steady–state wage dispersion driven by heterogenous worker abilities and firm productivities, as well as by matching frictions. The structural model is estimated using matched employer and employee French panel data. The exogenous distributions of worker and firm heterogeneity components are nonparametrically estimated. We use this structural estimation to provide a decomposition of cross–employee wage variance. We find that the share of the cross–sectional wage variance that is explained by person effects varies across skill groups. Specifically, this share lies close to 40% for high–skilled white collars, and quickly decreases to 0% as the observed skill level decreases. The contribution of market imperfections to wage dispersion is typically around 50%.     

Cross‐training Decisions in Field Services with Three Job Types and Server–Job Mismatch*

To be cost‐effective, field service managers must balance the high cost of machine downtime with the high cost of cross‐training technicians in multiple skills. We study a field service system with three job types requiring three different skills. Each server has a primary skill, the cost of which is considered sunk, and up to two secondary skills, which is a managerial decision. We model two important characteristics that distinguish field services: server–job mismatch and the ratio of travel time to service time. We use a queueing framework and simulation to study three cross‐training decisions: the number of servers cross‐trained in secondary skills, the number of secondary skills each server should have, and the efficiency in each secondary skill. We find that complete cross‐training is cost‐effective in some field service situations. Typically, efficiency in secondary skills must be close to 100%, but when the probability of mismatch is high and the ratio of travel time to service time is high, efficiency in secondary skills must be less than 100%.     

THE INTERNATIONAL DIMENSION OF PRODUCTIVITY AND DEMAND SHOCKS IN THE US ECONOMY

This paper analyzes the cross‐country effects of productivity and demand disturbances in the United States identified with sign restrictions based on standard theory. Productivity gains in US manufacturing increase US consumption and investment vis‐à‐vis foreign countries, resulting in a trade deficit and higher international prices of US goods, despite the rise in their supply. Financial adjustment works via a higher global value of US equities, real dollar appreciation, and an expansion of US gross foreign liabilities as well as assets. Positive demand shocks to US manufacturing also increase investment and cause a real dollar appreciation, but have limited effects on the trade balance and net foreign assets. Our findings emphasize the importance for macroeconomic interdependence of endogenous fluctuations in aggregate demand across countries in response to business cycle shocks.     

Cellular Bucket Brigades on U‐Lines with Discrete Work Stations

It is challenging to maximize and maintain productivity of a U‐line with discrete stations under the impact of variability. This is because maximizing productivity requires assigning workers to suitable tasks and maintaining productivity requires sufficient flexibility in task assignment to absorb the impact of variability. To achieve this goal, we propose an operating protocol to coordinate workers on the U‐line. Under the protocol the system can be configured such that its productivity is maximized. Workers are allowed to dynamically share work so that the system can effectively absorb the impact of variability. Analysis based on a deterministic model shows that the system always converges to a fixed point or a period‐2 orbit. We identify a sufficient condition for the system to converge to the fixed point. Increasing the number of stations improves productivity only under certain circumstances. The improvement is most significant when the number of stations in each stage increases from one to two, but further dividing the U‐line into more stations has diminishing return. Simulations based on random work velocities suggest that our approach significantly outperforms an optimized, static work allocation policy if variability in velocity is large.     

Product Differentiation,Multiproduct Firms,and Estimating the Impact of Trade Liberalization on Productivity

This paper studies whether removing barriers to trade induces efficiency gains for producers. Like almost all empirical work which relies on a production function to recover productivity measures, I do not observe physical output at the firm level. Therefore, it is imperative to control for unobserved prices and demand shocks. I develop an empirical model that combines a demand system with a production function to generate estimates of productivity. I rely on my framework to identify the productivity effects from reduced trade protection in the Belgian textile market. This trade liberalization provides me with observed demand shifters that are used to separate out the associated price, scale, and productivity effects. Using a matched plant–product level data set and detailed quota data, I find that correcting for unobserved prices leads to substantially lower productivity gains. More specifically, abolishing all quota protections increases firm‐level productivity by only 2 percent as opposed to 8 percent when relying on standard measures of productivity. My results beg for a serious reevaluation of a long list of empirical studies that document productivity responses to major industry shocks and, in particular, to opening up to trade. My findings imply the need to study the impact of changes in the operating environment on productivity together with market power and prices in one integrated framework. The suggested method and identification strategy are quite general and can be applied whenever it is important to distinguish between revenue productivity and physical productivity.     

Prices,Markups, and Trade Reform

This paper examines how prices, markups, and marginal costs respond to trade liberalization. We develop a framework to estimate markups from production data with multi‐product firms. This approach does not require assumptions on the market structure or demand curves faced by firms, nor assumptions on how firms allocate their inputs across products. We exploit quantity and price information to disentangle markups from quantity‐based productivity, and then compute marginal costs by dividing observed prices by the estimated markups. We use India's trade liberalization episode to examine how firms adjust these performance measures. Not surprisingly, we find that trade liberalization lowers factory‐gate prices and that output tariff declines have the expected pro‐competitive effects. However, the price declines are small relative to the declines in marginal costs, which fall predominantly because of the input tariff liberalization. The reason for this incomplete cost pass‐through to prices is that firms offset their reductions in marginal costs by raising markups. Our results demonstrate substantial heterogeneity and variability in markups across firms and time and suggest that producers benefited relative to consumers, at least immediately after the reforms.     

A Behavioral Training Program for Managers in City Government

A management training program based on Organizational Behavior Management (OBM) principles was conducted for 32 first-level and upper-level managers in city government. Managers then conducted 19 different behavior change projects with their employees. Each project is described in terms of the number of subjects, dependent and independent variables, length, research design, reliability measures, and results. The overall program was evaluated in terms of behavior change, traineelmanager satisfaction with the training, and effectiveness. Twenty-nine change ratios were calculated by comparing the intervention performance mean with the baseline mean, and in all cases, the change ratio showed that productivity improved. In fourteen case's, productivity at least doubled. The results indicate that employee performance in a governmental organization can be enhanced significantly by use of OBM principles.     

Impact of Storage Assignment Decisions on a Bucket Brigade Order Picking Line

Bucket brigade order picking is a method for retrieving orders from a storage rack where workers follow a fixed sequence and dynamically adjust to variability in work content along the rack. The method is simple and has been shown to provide superior performance in many applications. In this article, we analyze how the location in which products are stored in the rack affects throughput. We identify conditions where storage decisions have a large impact on throughput (e.g., a 20% increase in productivity) and conditions where the impact is minimal. Conditions associated with high impact are high variation in worker skill, high variation in SKU volume, and a moderate level of walking‐to‐picking work content per pick list.     

SCHEDULING FLEXIBILITY IN THE SERVICE SECTOR: A POSTAL CASE STUDY

This is a case study of workforce scheduling in the U.S. postal system. We use it to analyze the benefits of scheduling flexibility at postal distribution systems, which can come from several sources. We focus on the additional flexibility deriving from increasing the proportion of part-time employees, as well as from increasing the cross-training of part-time employees. These two dimensions of scheduling flexibility are decision points of particular interest to the postal management. We used a large-scale simulation model of the dynamic functioning of the postal distribution system in conjunction with a staff-scheduling model to obtain insights into policy issues of interest. Our results show that the operating environment at a distribution station affects cost and customer service performance, and that gains from greater scheduling flexibility are situationally dependent. The benefit of cross-training part-time workers is modest over the range of levels considered realistic for distribution stations. Our overall recommendation is for postal managers to increase the proportion of part-time employees, allowing more efficient matching of resources with the varying demands for mail delivery on different routes. For the range of conditions we modeled, cost reductions from more part-time workers average over six percent when capacity utilization is low. Customer service improvements are even larger, and range between 20 and 43% when capacity utilization is high. Improvements at the upper end of the range are achieved when demand variability is also at its highest.     

Employment of Older People in the European Union

Abstract. This article identifies the alternative employment modes of older workers in the European Union. Against a background of changing levels of labour force participation and declining employment opportunities the paper describes and discusses the relative significance for older workers of alternative employment modes. Two atypical modes, part‐time and self‐employment, are discussed in detail. The paper concludes that atypical employment modes offer ageing employees the opportunity to gradually retire by providing a bridge between full‐time employment and final retirement.     

Inefficient Job Destructions and Training with Hold‐up

This paper develops an equilibrium search model with endogenous job destructions and where firms decide at the time of job entry how much to invest in match‐specific human capital. We first show that job destruction and training investment decisions are strongly complementary. It is possible that there are no firings at equilibrium. Further, training investments are confronted to a hold‐up problem making the decentralized equilibrium always inefficient. We show therefore that both training subsidies and firing taxes must be implemented to bring back efficiency.     

供应链库存商业信用协调的研究

本文研究由一个供应商和多个客户构成的以供应商主导的两级供应链,建立了以平均库存成本为目标函数的供应链供需同步库存模型。为了保证合理的收益分配,促进各成员加入供需合作的积极性,在模型中引入了商业信用机制,由供应商给予客户商业信用期而产生的机会成本(或利益)来平衡各成员间的利益。理论分析显示该模型存在最佳订货次数和最佳生产时间间隔,使供应链的总平均库存成本最小。最后利用算例分析和敏感性分析验证了商业信用的有效性。     

Clinic Overbooking to Improve Patient Access and Increase Provider Productivity*

The problem of patient no‐shows (patients who do not arrive for scheduled appointments) is significant in many health care settings, where no‐show rates can vary widely. No‐shows reduce provider productivity and clinic efficiency, increase health care costs, and limit the ability of a clinic to serve its client population by reducing its effective capacity. In this article, we examine the problem of no‐shows and propose appointment overbooking as one means of reducing the negative impact of no‐shows. We find that patient access and provider productivity are significantly improved with overbooking, but that overbooking causes increases in both patient wait times and provider overtime. We develop a new clinic utility function to capture the trade‐offs between these benefits and costs, and we show that the relative values that a clinic assigns to serving additional patients, minimizing patient waiting times, and minimizing clinic overtime will determine whether overbooking is warranted. From the results of a series of simulation experiments, we determine that overbooking provides greater utility when clinics serve larger numbers of patients, no‐show rates are higher, and service variability is lower. Even with highly variable service times, many clinics will achieve positive net results with overbooking. Our analysis provides valuable guidance to clinic administrators about the use of appointment overbooking to improve patient access, provider productivity, and overall clinic performance.     

COMPETITIVE MARKETS WITH ENDOGENOUS HEALTH RISKS

We study an economy where agents' productivity and labor endowment depend on their health status, and indivisible occupational choices affect individual health distributions. We show that Pareto efficiency requires cross‐transfers across occupations. Moreover, workers with relatively less safe jobs must get positive transfers whenever labor supply is not very reactive to wages, a condition in line with the findings of a large empirical literature. In these instances, compensating wage differentials equalizing the utilities of ex‐ante identical workers in different jobs undermine ex‐ante efficiency. Moreover, competitive equilibria where only assets with deterministic payoffs are traded are not first‐best. Finally, we show that simple transfer schemes, implemented through linear subsidies to health insurance, enhance efficiency.     

Attitudes,Expectations and Sharing

Forward Links to Citing Articles

Apology . Labour 19:4 801 .
Online publication date: 16‐Dec‐2005. Abstract. We explore the relationship between performance‐related pay and the attitudes and expectations of a representative sample of British workers. Our results suggest that employees who participate in productivity‐linked bonus schemes, discretionary bonus schemes, share ownership or profit sharing are more optimistic about future employment and pay and are generally more satisfied with their work environment. However, employees participating specifically in profit‐sharing schemes are less likely to work as hard as they can, ceteris paribus. This is an intriguing finding, insinuating as it does that group‐sharing schemes are unable to rout the temptation to free ride and thereby ensure a first best cooperative equilibrium.