Title

Work Flow Policy and Within-Worker and Between-Workers Variability in Performance

Author Info

Kenneth Howard Doerr, Naval Postgraduate School
Tali Freed, California Polytechnic State University - San Luis ObispoFollow
Terence R. Mitchell, University of Washington
Chester A. Schriesheim, University of Miami
Xiaohua Zhou, University of Miami

Recommended Citation

Postprint version. Published in Journal of Applied Psychology, Volume 89, Issue 5, October 1, 2004, pages 911-921.

The definitive version is available at https://doi.org/10.1037/0021-9010.89.5.911.

Abstract

Work flow policies are shown to induce a change in average between-workers variability (worker heterogeneity) and within-worker variability in performance times. In a laboratory experiment, the authors measured the levels of worker heterogeneity and within-worker variability under an individual performance condition, a work sharing condition, and a fixed assignment condition. The work sharing policy increased the levels of worker heterogeneity and worker variability, whereas the fixed assignment policy decreased them. These effects, along with work flow policy main effects on mean performance times and variability are examined. This article represents an initial step in understanding effects that may be important in the selection of an operating policy, the ignorance of which may lead to costly misestimates of performance.

Disciplines

Industrial Engineering | Manufacturing

Copyright

2004 American Psychological Association.

Publisher statement

This article may not exactly replicate the final version published in the APA journal. It is not the copy of record.