Does Working from Home Work? Evidence from a Chinese Experiment
Does Working from Home Work? Evidence from a Chinese Experiment
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DOI：
10.1093/qje/qju032
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发表时间：
2015-02-01
影响因子：
13.7
通讯作者：
Ying, Zhichun Jenny
中科院分区：
文献类型：
--
作者：
Bloom, Nicholas;Liang, James;Ying, Zhichun Jenny
越来越多的员工现在经常在家工作（WFH），但有人担心这可能导致“逃避家庭”。“我们报告了携程旅行网的WFH实验结果，携程旅行网是一家拥有16,000名员工的中国旅行社，在纳斯达克上市。志愿加入WFH的呼叫中心员工被随机分配在家工作或在办公室工作九个月。在家工作导致13%的绩效增长，其中9%来自每班工作时间的增加（休息和病假减少），4%来自每分钟更多的电话（归因于更安静和更方便的工作环境）。在家工作的人也报告工作满意度提高，他们的自然减员率减半，但他们的晋升率有条件的表现下降。由于实验的成功，携程向整个公司推出了WFH选项，并允许实验员工在家庭和办公室之间重新选择。有趣的是，超过一半的人转换了，这导致WFH的收益几乎翻了一番，达到22%。这突出了在采用WFH等现代管理实践时学习和选择效应的好处。JEL代码：D24、L23、L 84、M11、M54、O31。
A rising share of employees now regularly engage in working from home (WFH), but there are concerns this can lead to "shirking from home." We report the results of a WFH experiment at Ctrip, a 16,000-employee, NASDAQ-listed Chinese travel agency. Call center employees who volunteered to WFH were randomly assigned either to work from home or in the office for nine months. Home working led to a 13% performance increase, of which 9% was from working more minutes per shift (fewer breaks and sick days) and 4% from more calls per minute (attributed to a quieter and more convenient working environment). Home workers also reported improved work satisfaction, and their attrition rate halved, but their promotion rate conditional on performance fell. Due to the success of the experiment, Ctrip rolled out the option to WFH to the whole firm and allowed the experimental employees to reselect between the home and office. Interestingly, over half of them switched, which led to the gains from WFH almost doubling to 22%. This highlights the benefits of learning and selection effects when adopting modern management practices like WFH. JEL Codes: D24, L23, L84, M11, M54, O31.