|This centre is a member of The LSE Research Laboratory [RLAB]: CASE | CVER | CEP | FMG | SERC | STICERD||Cookies?|
Paper No' MHRLDP0002: Full paper
Save Reference as: BibTeX File | EndNote Import File
Keywords: Discretion; autonomy, targets, job satisfaction, skill, monitoring, organisational commitment.
Is hard copy/paper copy available? YES - Paper Copy Still In Print.
This Paper is published under the following series: Manpower Human Resources Lab Papers
Share: Google Bookmarks | Facebook | Twitter
Abstract:This paper examines the factors underlying task discretion from an economist’s perspective. It argues that the key axis for understanding discretion is the trade-off between the positive effects of discretion on potential output per employee and the negative effects of greater leeway on work effort. In empirical analysis using matched employer-employee data it is shown that discretion is strongly affected by the level of employee commitment. In addition discretion is generally greater in highskilled jobs, though not without exceptions, and lower where employees are underskilled. Homeworking and flexitime policies raise employee discretion, while the impact of teamworking is mixed, being negative in about half of cases, neutral or positive for the rest. There are also significant and substantial unobserved establishment-level factors which affect task discretion.
Copyright © CEP & LSE 2003 - 2015 | LSE, Houghton Street, London WC2A 2AE | Tel: +44(0)20 7955 7673 | Email: firstname.lastname@example.org | Site updated 28 July 2015