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dc.contributor.authorSiebert, William Stanleyen_US
dc.contributor.authorZubanov, Nikolayen_US
dc.date.accessioned2008-09-24en_US
dc.date.accessioned2010-07-07T11:29:53Z-
dc.date.available2010-07-07T11:29:53Z-
dc.date.issued2008en_US
dc.identifier.piurn:nbn:de:101:1-20080825222en_US
dc.identifier.urihttp://hdl.handle.net/10419/34833-
dc.description.abstractWe study the impact of and reward to middle management ability using data from 245 stores of a nationwide retailer. The company scores six broad areas of management practice, the most important of which turns out to be commercial awareness, where able managers raise labour productivity by 17% compared to less able. We show that the managers' incentive scheme is implicitly an insurance one, with managers taking a share in deviations of actual sales from expected. At the same time, abler managers do not receive higher pay all else equal, which implies that middle management ability is not fully tradable.en_US
dc.language.isoengen_US
dc.publisherIZA Bonnen_US
dc.relation.ispartofseriesIZA Discussion Papers 3645en_US
dc.subject.jelD21en_US
dc.subject.ddc330en_US
dc.subject.keywordManagementen_US
dc.subject.keywordfirm behaviouren_US
dc.subject.keywordbusiness economicsen_US
dc.subject.keywordproductivityen_US
dc.subject.keywordcompensation methodsen_US
dc.subject.stwMittleres Managementen_US
dc.subject.stwKompetenzen_US
dc.subject.stwVergütungssystemen_US
dc.subject.stwArbeitsproduktivitäten_US
dc.subject.stwEinzelhandelen_US
dc.subject.stwGroßbritannienen_US
dc.titleManagement economics in a large retail organizationen_US
dc.typeWorking Paperen_US
dc.identifier.ppn57809052Xen_US
dc.rightshttp://www.econstor.eu/dspace/Nutzungsbedingungen-
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