There is good news and bad news for those who believe that managers matter
IS YOUR manager really necessary? It is not always clear to workers how much their supervisors are contributing to the success of an organisation. It may not even be clear to the managers themselves. After a long day filled with meetings, many bosses must wonder what they have actually achieved.
The academics varied the game by dividing the group into “managers” and “workers”. The managers did not do any managing. But they were bound by different rules. In some games, they were permitted to contribute in each round, in others they were forbidden from doing so. In some versions, the managers were paid a fixed proportion of the returns; in others they had discretion over how much of the return they received. The academics compared the results with a game in which there was no hierarchy.
However, managerial incentives can make workers suspicious. End results were much better when managers were allowed to contribute than when they were not. Understandably, workers who feel they are doing all the work are reluctant to chip in. Of course, the paper describes a laboratory experiment in which the gains were trifling; participants received just over $15 on average. But it lends weight to the idea that managerial incentives can have distorting effects on business performance. That is certainly the view of Andrew Smithers, a British economist and author of a new book, “Productivity and the Bonus Culture”.
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