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The hidden costs of high performance work practices: evidence from a large German steel company

Research output: Contribution to Journal/Magazine › Journal article › peer-review

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The hidden costs of high performance work practices: evidence from a large German steel company. / Frick, Bernd; Goetzen, Ute; Simmons, Robert.
In: Industrial and Labor Relations Review, Vol. 66, No. 1, 2013, p. 198-224.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Frick, B, Goetzen, U & Simmons, R 2013, 'The hidden costs of high performance work practices: evidence from a large German steel company', Industrial and Labor Relations Review, vol. 66, no. 1, pp. 198-224. <http://digitalcommons.ilr.cornell.edu/ilrreview/vol66/iss1/8/>

APA

Frick, B., Goetzen, U., & Simmons, R. (2013). The hidden costs of high performance work practices: evidence from a large German steel company. Industrial and Labor Relations Review, 66(1), 198-224. http://digitalcommons.ilr.cornell.edu/ilrreview/vol66/iss1/8/

Vancouver

Frick B, Goetzen U, Simmons R. The hidden costs of high performance work practices: evidence from a large German steel company. Industrial and Labor Relations Review. 2013;66(1):198-224.

Author

Frick, Bernd ; Goetzen, Ute ; Simmons, Robert. / The hidden costs of high performance work practices: evidence from a large German steel company. In: Industrial and Labor Relations Review. 2013 ; Vol. 66, No. 1. pp. 198-224.

Bibtex

@article{a7a3025d031f4485ae4abb6b2df5117c,
title = "The hidden costs of high performance work practices: evidence from a large German steel company",
abstract = "The authors use monthly data from 25 production units in a German steel plant over the period 1992 to 2001 to test for impacts of teamwork and performance-related pay on productivity, accidents, and absence rates. They find that teamwork and performance pay provide incentives to workers to increase quantity at the expense of quality and to run the machines for long hours instead of spending time on maintenance. Absenteeism increases when a combination of teamwork and performance pay is applied to production units that previously had neither. Results suggest that teamwork and performance pay can create hidden costs for manufacturers and do not necessarily increase worker productivity.",
author = "Bernd Frick and Ute Goetzen and Robert Simmons",
year = "2013",
language = "English",
volume = "66",
pages = "198--224",
journal = "Industrial and Labor Relations Review",
issn = "0019-7939",
publisher = "Cornell University",
number = "1",

}

RIS

TY - JOUR

T1 - The hidden costs of high performance work practices: evidence from a large German steel company

AU - Frick, Bernd

AU - Goetzen, Ute

AU - Simmons, Robert

PY - 2013

Y1 - 2013

N2 - The authors use monthly data from 25 production units in a German steel plant over the period 1992 to 2001 to test for impacts of teamwork and performance-related pay on productivity, accidents, and absence rates. They find that teamwork and performance pay provide incentives to workers to increase quantity at the expense of quality and to run the machines for long hours instead of spending time on maintenance. Absenteeism increases when a combination of teamwork and performance pay is applied to production units that previously had neither. Results suggest that teamwork and performance pay can create hidden costs for manufacturers and do not necessarily increase worker productivity.

AB - The authors use monthly data from 25 production units in a German steel plant over the period 1992 to 2001 to test for impacts of teamwork and performance-related pay on productivity, accidents, and absence rates. They find that teamwork and performance pay provide incentives to workers to increase quantity at the expense of quality and to run the machines for long hours instead of spending time on maintenance. Absenteeism increases when a combination of teamwork and performance pay is applied to production units that previously had neither. Results suggest that teamwork and performance pay can create hidden costs for manufacturers and do not necessarily increase worker productivity.

M3 - Journal article

VL - 66

SP - 198

EP - 224

JO - Industrial and Labor Relations Review

JF - Industrial and Labor Relations Review

SN - 0019-7939

IS - 1

ER -