组织激励与技术采用的回报

中文摘要

组织内部的激励错配可能解释企业为何未能采用生产性技术或未能从中充分获益。我们在印度服装厂开展了一项随机对照试验，将各单元随机分为三组：第一组获得一种匿名员工—管理层沟通技术；第二组获得该技术，并辅以激励措施，鼓励人力资源经理与员工进行有效沟通；第三组既未获得该技术，也未获得上述激励措施（对照组）。我们发现，相较于对照组，仅提供技术并无影响。但将该技术与对人力资源经理的激励相结合，使生产率提高了5%、缺勤率下降了13%、员工收入提高了3%。这些影响由人力资源部门响应性的提高以及员工对生产相关问题上报的增加所驱动。

Abstract

Misaligned incentives within organizations may explain why firms fail to adopt or fully benefit from productive technologies. We conducted a randomized controlled trial in Indian garment factories in which units received an anonymous worker-management communication technology, this technology paired with incentives for HR managers to communicate effectively with workers, or neither (control). We find that the technology alone had no impacts relative to control. But pairing the technology with HR incentives increased productivity by 5%, reduced absenteeism by 13%, and raised worker earnings by 3%. Impacts were driven by greater HR responsiveness and increased worker reporting of production-related issues.