Management Accounting Section Midyear Meeting

The Impact of Task Re-Allocation Plans: Matching Task with Individual Employee Knowledge, Skills and Preferences

• In Event: Tasks and Talent Management

Abstract

Task allocation is a core element in organization architecture. Prior literature on task allocation focuses on the allocation of tasks to different specific job positions, tasks may also be re-allocated within the same job positions. In this study, we examine the effects of task re-allocation on employee performance. Based on archival data obtained and survey data collected from a research setting that has recently adopted a task re-allocation problem, we find that re-allocating tasks within a group of employees who have the same job position enhances employee performance. We also find that including self-selection in task re-allocation enhances the positive effect of the task re-allocation on employee performance. Our study shows the benefit of increasing the level of task customization for individuals within the same job position. We also contribute to job (re)design literature by showing that re-allocating tasks among employees to better match their abilities and preference can be a good complement to job (re-)design, increasing the satisfaction and productivity of employees. Finally, we speak to the literature on employee self-selection and highlight the benefits of self-selection even when the information asymmetry is relatively small. Our study also has practical implications.

Authors

• Jasmijn Bol, Tulane University

• Zhichao Wang, The Australian National University

• Chen Wang, The Australian National University