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Management economics in a large retail company / W. Stanley Siebert in Management science, Vol. 56 N° 8 (Août 2010) 

Public ISBD [article]  in Management science > Vol. 56 N° 8 (Août 2010) . - pp. 1398-1414 Titre : Management economics in a large retail company Type de document : texte imprimé Auteurs : W. Stanley Siebert, Auteur ; Nikolay Zubanov, Auteur Année de publication : 2010 Article en page(s) : pp. 1398-1414 Note générale : Management Langues : Anglais (eng) Mots-clés : Management  Firm  behavior  Business  economics  Productivity  Compensation  methods Index. décimale : 658 Organisation des entreprises. Techniques du commerce Résumé : We use unique data from 245 stores of a UK retailer to study links among middle (store) manager skills, sales, and manager pay. We find that, of the six management practice areas surveyed, the most important is “commercial awareness,” where abler managers achieve up to 13.9% higher sales per worker. We find that many stores have poor managers on this indicator. However, the company is careful to incentivize managers, operating a scheme giving shares (approximately 20%) in both positive and negative deviations of actual sales from expected. Abler managers do not receive higher pay, implying that their skills are company specific. DEWEY : 658 ISSN : 0025-1909 En ligne : http://mansci.journal.informs.org/content/56/8.toc [article] Management economics in a large retail company [texte imprimé] / W. Stanley Siebert, Auteur ; Nikolay Zubanov, Auteur . - 2010 . - pp. 1398-1414. Management Langues : Anglais (eng) in Management science > Vol. 56 N° 8 (Août 2010) . - pp. 1398-1414 Mots-clés : Management  Firm  behavior  Business  economics  Productivity  Compensation  methods Index. décimale : 658 Organisation des entreprises. Techniques du commerce Résumé : We use unique data from 245 stores of a UK retailer to study links among middle (store) manager skills, sales, and manager pay. We find that, of the six management practice areas surveyed, the most important is “commercial awareness,” where abler managers achieve up to 13.9% higher sales per worker. We find that many stores have poor managers on this indicator. However, the company is careful to incentivize managers, operating a scheme giving shares (approximately 20%) in both positive and negative deviations of actual sales from expected. Abler managers do not receive higher pay, implying that their skills are company specific. DEWEY : 658 ISSN : 0025-1909 En ligne : http://mansci.journal.informs.org/content/56/8.toc