A study published recently in Human Resource Management moved beyond a headcount approach to scheduling by proposing a relational view of scheduling. Underpinned by resource dependence and social learning theories, the relational view focused on how employees' social contexts, particularly their being co-scheduled with higher performers, relate to changes in performance over time.
Based on the analysis of scheduling and performance data from 7,893 retail sales representatives over a 1-year period, the study found that higher performers constrain others' performance in the short term but promote learning that elevates others' performance in the longer term.
The study contributes to our better understanding of the peer effects of higher performers by integrating time as a boundary condition for the direction of these effects, in the context of scheduling shift workers that has been largely under researched.
If you would like to read the full article, please click on the following link: https://doi.org/10.1002/hrm.22137