Can a Work Organization Have an Attitude Problem? The Impact of Workplaces on Employee Attitudes and Economic Outcomes / Ann Bartel, Richard Freeman, Casey Ichniowski, Morris M. Kleiner.

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Bartel, Ann

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Material type: Text

TextSeries: Working Paper Series (National Bureau of Economic Research) ; no. w9987.Publication details: Cambridge, Mass. National Bureau of Economic Research 2003.Description: 1 online resource: illustrations (black and white)Subject(s):

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Abstract: Using the employee opinion survey responses from several thousand employees working in 193 branches of a major U.S. bank, we consider whether there is a distinctive workplace component to employee attitudes despite the common set of corporate human resource management practices that cover all the branches. Several different empirical tests consistently point to the existence of a systematic branch-specific component to employee attitudes. "Branch effects" can also explain why a significant positive cross-sectional correlation between branch-level employee attitudes and branch sales performance is not observed in longitudinal fixed-effects sales models. The results of our empirical tests concerning the determinants of employee attitudes and the determinants of branch sales are consistent with an interpretation that workplace-specific factors lead to better outcomes for both employees and the bank, and that these factors are more likely to be some aspect of the branches' internal operations rather than some characteristic of the external market of the branch.

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Previous	nber w9984 Monetary Transmission in the Euro Area: Does the Interest Rate Channel Explain it All? /	nber w9985 The Output Composition Puzzle: A Difference in the Monetary Transmission Mechanism in the Euro Area and U.S. /	nber w9986 Demand and Pricing in Electricity Markets: Evidence from San Diego During California's Energy Crisis /	nber w9987 Can a Work Organization Have an Attitude Problem? The Impact of Workplaces on Employee Attitudes and Economic Outcomes /	nber w9988 A New Method of Estimating Risk Aversion /	nber w9989 Institutional and Non-Institutional Explanations of Economic Differences /	nber w9990 Corruption in Cities: Graft and Politics in American Cities at the Turn of the Twentieth Century /	Next

September 2003.

Using the employee opinion survey responses from several thousand employees working in 193 branches of a major U.S. bank, we consider whether there is a distinctive workplace component to employee attitudes despite the common set of corporate human resource management practices that cover all the branches. Several different empirical tests consistently point to the existence of a systematic branch-specific component to employee attitudes. "Branch effects" can also explain why a significant positive cross-sectional correlation between branch-level employee attitudes and branch sales performance is not observed in longitudinal fixed-effects sales models. The results of our empirical tests concerning the determinants of employee attitudes and the determinants of branch sales are consistent with an interpretation that workplace-specific factors lead to better outcomes for both employees and the bank, and that these factors are more likely to be some aspect of the branches' internal operations rather than some characteristic of the external market of the branch.