Call to Duty: Just-in-Time Scheduling in a Restaurant Chain

Published Online:https://doi.org/10.1287/mnsc.2020.3877

References

  • Adams JS (1963) Toward an understanding of inequity. J. Abnormal Soc. Psych. 67(5):422.CrossrefGoogle Scholar
  • Afifi A, May S, Clark VA (2003) Computer-Aided Multivariate Analysis (CRC Press, Boca Raton, FL).Google Scholar
  • Akerlof GA (1982) Labor contracts as partial gift exchange. Quart. J. Econom. 97(4):543–569.CrossrefGoogle Scholar
  • Aksin Z, Armony M, Mehrotra V (2007) The modern call center: A multi-disciplinary perspective on operations management research. Production Oper. Management 16(6):665–688.CrossrefGoogle Scholar
  • Andreyeva E, David G, Song H (2018) The effects of home health visit length on hospital readmission. Technical report, National Bureau of Economic Research, Cambridge, MA.Google Scholar
  • Angrist JD, Pischke J-S (2008) Mostly Harmless Econometrics: An Empiricist’s Companion (Princeton University Press, Princeton, NJ).CrossrefGoogle Scholar
  • Avgoustaki A, Bessa I (2019) Examining the link between flexible working arrangement bundles and employee work effort. Human Resources Management 58:431–449.CrossrefGoogle Scholar
  • Batt RJ, Diwas SK, Staats BR, Patterson BW (2019) The effects of discrete work shifts on a nonterminating service system. Production Oper. Management 28(6):1528–1544.CrossrefGoogle Scholar
  • Bavafa H, Jónasson JO (2021) Recovering from critical incidents: Evidence from paramedic performance. Manufacturing Service Oper. Management. Forthcoming.Google Scholar
  • Bavafa H, Terwiesch C (2019) Work after work: The impact of new service delivery models on work hours. J. Oper. Management 65(7):636–658.CrossrefGoogle Scholar
  • Bhandari A, Scheller-Wolf A, Harchol-Balter M (2008) An exact and efficient algorithm for the constrained dynamic operator staffing problem for call centers. Management Sci. 54(2):339–353.LinkGoogle Scholar
  • Buell RW, Kim T, Tsay C-J (2016) Creating reciprocal value through operational transparency. Management Sci. 63(6):1673–1695.LinkGoogle Scholar
  • Cerulli G (2014) ivtreatreg: A command for fitting binary treatment models with heterogeneous response to treatment and unobservable selection. Stata J. 14(3):453–480.CrossrefGoogle Scholar
  • Chan CW, Farias VF, Escobar GJ (2016) The impact of delays on service times in the intensive care unit. Management Sci. 63(7):2049–2072.LinkGoogle Scholar
  • Chan DC (2018) The efficiency of slacking off: Evidence from the emergency department. Econometrica 86(3):997–1030.CrossrefGoogle Scholar
  • Chan TY, Li J, Pierce L (2014) Compensation and peer effects in competing sales teams. Management Sci. 60(8):1965–1984.LinkGoogle Scholar
  • Cho Y (2018) The effects of nonstandard work schedules on workers’ health: A mediating role of work-to-family conflict. Internat. J. Soc. Welfare 27(1):74–87.CrossrefGoogle Scholar
  • Chuang HH-C, Oliva R, Perdikaki O (2016) Traffic-based labor planning in retail stores. Production Oper. Management 25(1):96–113.CrossrefGoogle Scholar
  • Cropanzano R, Mitchell MS (2005) Social exchange theory: An interdisciplinary review. J. Management 31(6):874–900.CrossrefGoogle Scholar
  • Dai H, Milkman KL, Hofmann DA, Staats BR (2015) The impact of time at work and time off from work on rule compliance: The case of hand hygiene in healthcare. J. Appl. Psych. 100(3):846.CrossrefGoogle Scholar
  • Deo S, Jain A (2019) Slow first, fast later: Temporal speed-up in service episodes of finite duration. Production Oper. Management 28(5):1061–1081.CrossrefGoogle Scholar
  • DePillis L (2015) The next labor fight is over when you work, not how much you make. The Washington Post (May 5), https://www.washingtonpost.com/news/wonk/wp/2015/05/08/the-next-labor-fight-is-over-when-you-work-not-how-much-you-make/.Google Scholar
  • Dicksen AQ, Golden L, Bruno R (2018) Scheduling stability: The landscape of work schedules and potential gains from fairer workweeks in Illinois and Chicago. Working paper, University of Chicago, Chicago.Google Scholar
  • Dong J, Feldman P, Yom-Tov GB (2015) Service systems with slowdowns: Potential failures and proposed solutions. Oper. Res. 63(2):305–324.LinkGoogle Scholar
  • Easton FF (2014) Service completion estimates for cross-trained workforce schedules under uncertain attendance and demand. Production Oper. Management 23(4):660–675.CrossrefGoogle Scholar
  • Fehr E, Goette L, Zehnder C (2009) A behavioral account of the labor market: The role of fairness concerns. Annu. Rev. Econom. 1(1):355–384.CrossrefGoogle Scholar
  • Feintzeig R (2018) New laws aim to make work hours more predictable. Wall Street Journal, September 27, https://www.wsj.com/articles/new-laws-aim-to-make-work-hours-more-predictable-1538046000.Google Scholar
  • Fisher M, Gallino S, Netessine S (2020) Setting retail staffing levels: A methodology validated with implementation. Manufacturing Service Oper. Management, ePub ahead of print October 7, https://doi.org/10.1287/msom.2020.0917.Google Scholar
  • Gans N, Koole G, Mandelbaum A (2003) Telephone call centers: Tutorial, review, and research prospects. Manufacturing Service Oper. Management 5(2):79–141.LinkGoogle Scholar
  • Gans N, Shen H, Zhou Y-P, Korolev N, McCord A, Ristock H (2015) Parametric forecasting and stochastic programming models for call-center workforce scheduling. Manufacturing Service Oper. Management 17(4):571–588.LinkGoogle Scholar
  • Gerstel N, Clawson D (2018) Control over time: Employers, workers, and families shaping work schedules. Annual Rev. Sociol. 44:77–97.CrossrefGoogle Scholar
  • Gerwin D (1993) Manufacturing flexibility: A strategic perspective. Management Sci. 39(4):395–410.LinkGoogle Scholar
  • Golden L (2015) Irregular work scheduling and its consequences. Economic Policy Institute, April 9, https://www.epi.org/publication/irregular-work-scheduling-and-its-consequences/.Google Scholar
  • Goyal M, Netessine S (2011) Volume flexibility, product flexibility, or both: The role of demand correlation and product substitution. Manufacturing Service Oper. Management 13(2):180–193.LinkGoogle Scholar
  • Greenhaus JH, Beutell NJ (1985) Sources of conflict between work and family roles. Acad. Management Rev. 10(1):76–88.CrossrefGoogle Scholar
  • Guajardo JA, Morris A Cohen S-HK, Netessine S (2012) Impact of performance-based contracting on product reliability: An empirical analysis. Management Sci. 58(5):961–979.LinkGoogle Scholar
  • Heckman JJ (1978) Dummy endogenous variables in a simultaneous equation system1. Econometrica 46(4):931–959.CrossrefGoogle Scholar
  • Hemp P (2004) Presenteeism: At work-but out of it. Harvard Bus. Rev. 82(10):49–58.Google Scholar
  • Henly JR, Lambert S (2005) Nonstandard work and child-care needs of low-income parents. Bianchi S, Caspar L, Kind R, eds. Work, Family, Health, and Well-Being (Lawrence Erlbaum Associates, Mahwah, NJ), 469–488.Google Scholar
  • Henly JR, Lambert SJ (2014) Unpredictable work timing in retail jobs: Implications for employee work–life conflict. Industry Labor Related Rev. 67(3):986–1016.CrossrefGoogle Scholar
  • Huckman RS, Staats BR, Upton DM (2009) Team familiarity, role experience, and performance: Evidence from Indian software services. Management Sci. 55(1):85–100.LinkGoogle Scholar
  • Hunter JE (1986) Cognitive ability, cognitive aptitudes, job knowledge, and job performance. J. Vocational Behav. 29(3):340–362.CrossrefGoogle Scholar
  • Hur D, Mabert VA, Bretthauer KM (2004) Real-time work schedule adjustment decisions: An investigation and evaluation. Production Oper. Management 13(4):322–339.CrossrefGoogle Scholar
  • Ibanez M, Toffel MW (2017) Assessing the quality of quality assessment: The role of scheduling. Working paper, No. 17-090, Harvard Business School, Boston.Google Scholar
  • Ibanez MR, Clark JR, Huckman RS, Staats BR (2017) Discretionary task ordering: Queue management in radiological services. Management Sci. 64(9):4389–4407.LinkGoogle Scholar
  • Iravani SM, Van Oyen MP, Sims KT (2005) Structural flexibility: A new perspective on the design of manufacturing and service operations. Management Sci. 51(2):151–166.LinkGoogle Scholar
  • Johns G (2010) Presenteeism in the workplace: A review and research agenda. J. Organ. Behav. 31(4):519–542.CrossrefGoogle Scholar
  • Jordan WC, Graves SC (1995) Principles on the benefits of manufacturing process flexibility. Management Sci. 41(4):577–594.LinkGoogle Scholar
  • Kantor J (2014) Working anything but 9 to 5. New York Times, August 13, https://www.nytimes.com/interactive/2014/08/13/us/starbucks-workers-scheduling-hours.html.Google Scholar
  • Kc DS, Terwiesch C (2009) Impact of workload on service time and patient safety: An econometric analysis of hospital operations. Management Sci. 55(9):1486–1498.LinkGoogle Scholar
  • Kesavan S, Staats BR, Gilland W (2014) Volume flexibility in services: The costs and benefits of flexible labor resources. Management Sci. 60(8):1884–1906.LinkGoogle Scholar
  • Krischer MM, Penney LM, Hunter EM (2010) Can counterproductive work behaviors be productive? cwb as emotion-focused coping. J. Occupational Health Psych. 15(2):154.CrossrefGoogle Scholar
  • Lambert SJ (2008) Passing the buck: Labor flexibility practices that transfer risk onto hourly workers. Human Relations 61(9):1203–1227.CrossrefGoogle Scholar
  • Lambert SJ, Fugiel PJ, Henly PR (2014) Schedule unpredictability among early career workers in the us labor market: A national snapshot. University of Chicago: Employment Instability, Family Well-being, and Social Policy Network. Accessed May 14, 2018, http://localprogress.org/wp–content/uploads/2014/08/exec_summary_fair_workweek_rev1b.pdf.Google Scholar
  • Lambert SJ, Haley-Lock A, Henly JR (2012) Schedule flexibility in hourly jobs: Unanticipated consequences and promising directions. Community Work Family 15(3):293–315.CrossrefGoogle Scholar
  • Maglio PP, Kieliszewski CA, Spohrer JC (2010) Handbook of Service Science (Springer, New York).Google Scholar
  • Mani V, Kesavan S, Swaminathan JM (2015) Estimating the impact of understaffing on sales and profitability in retail stores. Production Oper. Management 24(2):201–218.CrossrefGoogle Scholar
  • Mehrotra V, Ozlük O, Saltzman R (2010) Intelligent procedures for intra-day updating of call center agent schedules. Production Oper. Management 19(3):353–367.CrossrefGoogle Scholar
  • Mill RC (1998) Restaurant Management: Customers, Operations, and Employees (Prentice Hall, Upper Saddle River, NJ).Google Scholar
  • Moen P, Kelly EL, Fan W, Lee SR, Almeida D, Kossek EE, Buxton OM (2016) Does a flexibility/support organizational initiative improve high-tech employees’ well-being? Evidence from the work, family, and health network. Amer. Sociol. Rev. 81(1):134–164.CrossrefGoogle Scholar
  • Musalem A, Olivares M, Schilkrut A (2020) Retail in high definition: Monitoring customer assistance through video analytics. Manufacturing Service Oper. Management, ePub ahead of print March 30, https://doi.org/10.1287/msom.2020.0865.Google Scholar
  • National Restaurant Association (2019) National Restaurant Association. Accessed August 7, 2019, https://www.restaurant.org.Google Scholar
  • Netessine S, Fisher M, Krishnan J (2010) Labor planning, execution, and retail store performance: An exploratory investigation. Working paper, Wharton School, University of Pennsylvania, Philadelphia.Google Scholar
  • Penney LM, Spector PE (2005) Job stress, incivility, and counterproductive work behavior (cwb): The moderating role of negative affectivity. J. Organ. Behav. 26(7):777–796.Google Scholar
  • Perdikaki O, Kesavan S, Swaminathan JM (2012) Effect of traffic on sales and conversion rates of retail stores. Manufacturing Service Oper. Management 14(1):145–162.LinkGoogle Scholar
  • Piasna A (2018) Scheduled to work hard: The relationship between non-standard working hours and work intensity among European workers (2005–2015). Human Resources Management J. 28(1):167–181.CrossrefGoogle Scholar
  • Powell A, Savin S, Savva N (2012) Physician workload and hospital reimbursement: Overworked physicians generate less revenue per patient. Manufacturing Service Oper. Management 14(4):512–528.LinkGoogle Scholar
  • Reynolds J (2003) You can’t always get the hours you want: Mismatches between actual and preferred work hours in the us. Soc. Forces 81(4):1171–1199.CrossrefGoogle Scholar
  • Sampson SE, Froehle CM (2006) Foundations and implications of a proposed unified services theory. Production Oper. Management 15(2):329–343.CrossrefGoogle Scholar
  • Schneider D, Harknett K (2017) How work schedules affect health and wellbeing: The mediating roles of economic insecurity and work-life conflict. Working paper, Washington Center for Equitable Growth, Washington, DC. Retrieved from https://equitablegrowth.org/working-papers/schedule-instability-and-unpredictability/.Google Scholar
  • Shafer SM, Nembhard DA, Uzumeri MV (2001) The effects of worker learning, forgetting, and heterogeneity on assembly line productivity. Management Sci. 47(12):1639–1653.LinkGoogle Scholar
  • Shunko M, Niederhoff J, Rosokha Y (2017) Humans are not machines: The behavioral impact of queueing design on service time. Management Sci. 64(1):453–473.LinkGoogle Scholar
  • Slaugh VW, Scheller-Wolf AA, Tayur SR (2018) Consistent staffing for long-term care through on-call pools. Production Oper. Management 27(12):2144–2161.CrossrefGoogle Scholar
  • Song H, Tucker AL, Murrell KL (2015) The diseconomies of queue pooling: An empirical investigation of emergency department length of stay. Management Sci. 61(12):3032–3053.LinkGoogle Scholar
  • Song H, Tucker AL, Murrell KL, Vinson DR (2017) Closing the productivity gap: Improving worker productivity through public relative performance feedback and validation of best practices. Management Sci. 64(6):2628–2649.LinkGoogle Scholar
  • Spector PE, Fox S (2002) An emotion-centered model of voluntary work behavior: Some parallels between counterproductive work behavior and organizational citizenship behavior. Human Resources Management Rev. 12(2):269–292.CrossrefGoogle Scholar
  • Spector PE, Fox S, Penney LM, Bruursema K, Goh A, Kessler S (2006) The dimensionality of counterproductivity: Are all counterproductive behaviors created equal? J. Vocational Behav. 68(3):446–460.CrossrefGoogle Scholar
  • Staats BR, Gino F (2012) Specialization and variety in repetitive tasks: Evidence from a Japanese bank. Management Sci. 58(6):1141–1159.LinkGoogle Scholar
  • Staiger DO, Stock JH (1997) Instrumental variables regression with weak instruments. Econometrica 65(3):557–586. Google Scholar
  • Takahashi M, Iwasaki K, Sasaki T, Kubo T, Mori I, Otsuka Y (2011) Worktime control-dependent reductions in fatigue, sleep problems, and depression. Appl. Ergonomics 42(2):244–250.CrossrefGoogle Scholar
  • Tan TF, Netessine S (2014) When does the devil make work? an empirical study of the impact of workload on worker productivity. Management Sci. 60(6):1574–1593.LinkGoogle Scholar
  • Tan TF, Netessine S (2019) When you work with a superman, will you also fly? an empirical study of the impact of coworkers on performance. Management Sci. 65(8):3495–3517.LinkGoogle Scholar
  • Terwiesch C, Cachon G (2012) Matching Supply with Demand: An Introduction to Operations Management (McGraw-Hill Education, New York).Google Scholar
  • Tomlin B (2006) On the value of mitigation and contingency strategies for managing supply chain disruption risks. Management Sci. 52(5):639–657.LinkGoogle Scholar
  • Ton Z (2009) The effect of labor on profitability: The role of quality. Working paper, Harvard University, Boston.Google Scholar
  • Unal M, Ramachandran K, Tereyagoglu N (2017) Help or hindrance? The role of familiarity in collaborative product development. Working paper, Georgia Tech Scheller College of Business, Atlanta.Google Scholar
  • van den Berg TI, Robroek SJ, Plat JF, Koopmanschap MA, Burdorf A (2011) The importance of job control for workers with decreased work ability to remain productive at work. Internat. Arch. Occupational Environ. Health 84(6):705–712.CrossrefGoogle Scholar
  • Van Mieghem JA (1998) Investment strategies for flexible resources. Management Sci. 44(8):1071–1078.LinkGoogle Scholar
  • Vella F, Verbeek M (1999) Estimating and interpreting models with endogenous treatment effects. J. Bus. Econom. Statist. 17(4):473–478.Google Scholar
  • Wang J, Zhou Y-P (2017) Impact of queue configuration on service time: Evidence from a supermarket. Management Sci. 64(7):3055–3075.LinkGoogle Scholar
  • Watson L, Swanberg JE (2013) Flexible workplace solutions for low-wage hourly workers: A framework for a national conversation. Labor Employment Law Forum 3(3):380–437.Google Scholar
  • Webb E, Yu Q, Bretthauer K (2017) Linking delay announcements, abandonment, and staffing: A behavioral perspective. Working paper, Georgia Tech Scheller College of Business, Atlanta.Google Scholar
  • Williams JC, Kesavan S, McCorkell L (2018) Research: When retail workers have stable schedules, sales and productivity go up. Harvard Bus. Rev., March 29, https://hbr.org/2018/03/research-when-retail-workers-have-stable-schedules-sales-and-productivity-go-upgo-up.Google Scholar
  • Wooldridge JM (2010) Econometric Analysis of Cross Section and Panel Data (MIT Press, Cambridge, MA).Google Scholar
  • Wooldridge JM (2015) Introductory Econometrics: A Modern Approach (Nelson Education, Mason, OH).Google Scholar
  • Wu C, Bassamboo A, Perry O (2018) Service system with dependent service and patience times. Management Sci. 65(3):1151–1172.LinkGoogle Scholar
  • Xu Y, Tan T, Netessine S (2017) When is the root of all evil not money? The impact of load on operational risk at a commercial bank. Working paper, University of Illinois at Urbana-Champaign, Champaign, IL.Google Scholar
  • Zeytinoglu I, Lillevik W, Seaton B, Moruz J (2004) Part-time and casual work in retail trade: stress and other factors affecting the workplace. Industry Relations 59(3):516–544.CrossrefGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.