![]() Each percentage-point increase in the weekly turnover rate for workers increased product failure by 0.74% to 0.79%.With such precise data, the researchers uncovered some significant correlations: When a device failed - defined as needing repair or replacement - they were able to trace the unit back to the exact date and location where it was assembled, the factory conditions, and the staffing level at the time. The researchers partnered with a major Chinese manufacturer to track the failure rates for 50 million cellphones over four years of consumer use. “When you have a lot of turnover, you may be able to replace people easily and quickly, but a team is still more than the sum of its parts.” Moon is co-author of the paper titled, “ The Hidden Cost of Worker Turnover: Attributing Product Reliability to the Turnover of Factory Workers.” It was also written by Prashant Loyalka, an associate professor at Stanford University’s Graduate School of Education Patrick Bergemann, assistant professor of organization and management at the University of California Irvine’s Paul Merage School of Business and Joshua Cohen, a philosophy scholar who is on the faculty at Apple University. “From his actions, I kind of suspect that he knew what we found in this study.” “Ford created an automated system of work, but he recognized that to perform at a high standard the system involved having workers whose work is interconnected,” said Ken Moon, a Wharton professor of operations, information and decisions. The generous wage, equivalent to about $148 today, was meant to keep workers coming back.Ī recent Wharton study measuring the effect of worker turnover on the quality of smartphones made in China proves what Ford probably realized more than 100 years earlier at his car plant in Michigan: A stable workforce is valuable, even in a factory setting where so much of the labor is de-skilled. ![]() Although Ford had refined mass production to make it more efficient, he still needed employees to show up and stick around. In 1914, the automaker began paying his factory workers $5 a day for eight hours of work on the assembly line. How to Use Neuroscience to Build Team Chemistry January 23, 2023.Crisis Leadership: Harness the Experience of Others February 14, 2023.Choosing a New Board Leader: Eight Questions March 7, 2023.Speak With Confidence: Four Fixes That Work April 11, 2023.Meet the Authors: Mauro Guillén on How Businesses Succeed in a Global Marketplace June 21, 2021.Meet the Authors: Wharton’s Peter Cappelli on The Future of the Office November 4, 2021.Meet the Authors: Erika James and Lynn Perry Wooten on The Prepared Leader October 3, 2022.The Innovation Tournament Handbook: A Conversation with Christian Terwiesch and Karl Ulrich March 14, 2023. ![]() Action, not Words: Creating Gender and Racial Equity at Work July 11, 2022.Navigating Microaggressions at Work November 1, 2022.How National Politics Are Impacting DEI in the Workplace February 7, 2023.Diversity at Work: Why Inclusive Storytelling Matters April 4, 2023.Great Question: Kevin Werbach on Cryptocurrency and Fintech July 21, 2021.Great Question: Dean Erika James on Crisis Management August 16, 2021.Great Question: Wendy De La Rosa on Personal Finance October 15, 2021.Great Question: Witold Henisz on ESG Initiatives November 17, 2021.Making the Business Case for ESG May 3, 2022.How Companies and Capital Can Be Forces for Good June 21, 2022. ![]()
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