Juniorprofessorin Dr. Sabrina Jeworrek

Juniorprofessorin Dr. Sabrina Jeworrek
Aktuelle Position

seit 7/17

Leiterin der Forschungsgruppe Verhalten in Organisationen und Unternehmenserfolg

Leibniz-Institut für Wirtschaftsforschung Halle (IWH)

seit 10/16

Juniorprofessorin für angewandte Mikroökonometrie

Otto-von-Guericke-Universität Magdeburg

Forschungsschwerpunkte

  • Verhaltens- und Experimentalökonomik
  • empirische Personal- und Arbeitsmarktökonomik
  • nicht-monetäre Anreizsysteme und Mitarbeitermotivation

Sabrina Jeworrek ist seit Oktober 2016 Mitglied der Abteilung Strukturwandel und Produktivität am IWH sowie Juniorprofessorin für angewandte Mikroökonometrie an der Otto-von-Guericke-Universität Magdeburg. Seit Juli 2017 ist sie EconBiz-Beiratsmitglied.

Sabrina Jeworrek studierte an der Philipps-Universität Marburg. Anschließend arbeitete sie als wissenschaftliche Mitarbeiterin am Institut für Arbeitsrecht und Arbeitsbeziehungen in der Europäischen Union (IAAEU) der Universität Trier und promovierte dort.

Ihr Kontakt

Juniorprofessorin Dr. Sabrina Jeworrek
Juniorprofessorin Dr. Sabrina Jeworrek
Mitglied - Abteilung Strukturwandel und Produktivität
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Publikationen

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Paid Vacation Use: The Role of Works Councils

Laszlo Goerke Sabrina Jeworrek

in: Economic and Industrial Democracy, im Erscheinen

Abstract

The article investigates the relationship between codetermination at the plant level and paid vacation in Germany. From a legal perspective, works councils have no impact on vacation entitlements, but they can affect their use. Employing data from the German Socio-Economic Panel (SOEP), the study finds that male employees who work in an establishment, in which a works council exists, take almost two additional days of paid vacation annually, relative to employees in an establishment without such institution. The effect for females is much smaller, if discernible at all. The data suggest that this gender gap might be due to the fact that women exploit vacation entitlements more comprehensively than men already in the absence of a works council.

Publikation lesen

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Indirekte Effekte von als unfair wahrgenommenem Arbeitgeberverhalten auf die Produktivität von Beschäftigten

Sabrina Jeworrek

in: Wirtschaft im Wandel, Nr. 3, 2018

Abstract

Jede Organisation, die darüber nachdenkt zu restrukturieren, Löhne zu kürzen oder Angestellte zu entlassen, sollte auch über mögliche Reaktionen der persönlich nicht betroffenen Arbeitnehmer nachdenken. Dieser Beitrag präsentiert Ergebnisse eines Feldexperiments. Es offenbart, dass die als unfair wahrgenommene Handlung des Arbeitgebers – in diesem Fall die Entlassung von Arbeitskollegen – die anschließende Produktivität der nicht direkt betroffenen Arbeitskräfte mindert. Als Teil des Experiments antizipierten erfahrene Personalmanager zwar im Durchschnitt erfolgreich die Konsequenzen unfairen Arbeitgeberverhaltens auf nicht betroffene Arbeitnehmer, einzeln lagen sie jedoch oft daneben.

Publikation lesen

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Indirect Effects of Unfair Employer Behaviour on Workplace Performance

Matthias Heinz Sabrina Jeworrek Vanessa Mertins Heiner Schumacher Matthias Sutter

in: VOX CEPR's Policy Portal, 2017

Abstract

Any organisation that needs to restructure, cut wages, or make layoffs needs to know how the employees who are not affected will respond. This column presents a field experiment which revealed that the perception that employers are unfair – in this case, as a result of layoffs – reduces the performance of employees who have not been not directly affected. As part of the experiment, experienced HR managers were able to successfully anticipate the consequences of unfair employer behaviour on unaffected workers.

Publikation lesen

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Arbeit ohne Sinn gefährdet die Produktivität

Sabrina Jeworrek

in: Wirtschaft im Wandel, Nr. 3, 2017

Abstract

Arbeit ohne Sinn ruft nicht nur negative Emotionen wie Enttäuschung oder das Gefühl, ersetzbar zu sein, hervor; vielmehr wird auch die zukünftige Arbeitsmotivation der Beschäftigten beeinflusst. Eine experimentelle Studie, die auf einer realen Arbeitssituation beruht, zeigt, dass Beschäftigte einen signifikant niedrigeren Arbeitseinsatz leisten, wenn ein vorangegangenes Projekt seinen ursprünglichen Sinn verloren hat. Die Information, dass das Projekt auch einen alternativen Zweck erfüllte, kompensiert die negativen Effekte allerdings vollständig, sowohl was den Arbeitseinsatz als auch den emotionalen Zustand der Beschäftigten angeht. Unternehmen und Personalverantwortliche sollten daher die Sinnhaftigkeit von Arbeitsaufgaben klar an ihre Beschäftigten kommunizieren sowie versuchen, auch gescheiterten Projekten eine Sinnhaftigkeit beizumessen.

Publikation lesen

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Meaningless Work Threatens Job Performance

Adrian Chadi Sabrina Jeworrek Vanessa Mertins

in: LSE Business Review, 2017

Abstract

Open, transparent communication across the organisation is generally associated with improved employee motivation and organisational outcomes. For supervisors, the question arises how to deal with rather inconvenient information, such as in the case of a project failure. Informing employees after significant investments of time and effort might lead to negative effects on subsequent work motivation, one could argue. To identify a causal relationship between the meaning of previously completed work and workers’ subsequent work performance, we exploited a natural working environment in which the loss of the job’s meaning occurred as a matter of fact. At the same time, it was possible to credibly guide only part of the workforce to believe in the sudden loss of meaning by conducting a controlled experiment.

Publikation lesen

Arbeitspapiere

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Crowdsourced Innovation: How Community Managers Affect Crowd Activities

Sabrina Jeworrek Lars Hornuf

in: IWH-Diskussionspapiere, Nr. 13, 2018

Abstract

In this study, we investigate whether and to what extent community managers in online collaborative communities can stimulate crowd activities through their engagement. Using a novel data set of 22 large online idea crowdsourcing campaigns, we find that active engagement of community managers positively affects crowd activities in an inverted U-shaped manner. Moreover, we evidence that intellectual stimulation by managers increases community participation, while individual consideration of users has no impact on user activities. Finally, the data reveal that community manager activities that require more effort, such as media file uploads instead of simple written comments, have a larger effect on crowd participation.

Publikation lesen

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“The Good News about Bad News”: Feedback about Past Organisational Failure and its Impact on Worker Productivity

Sabrina Jeworrek Vanessa Mertins Michael Vlassopoulos

in: IWH-Diskussionspapiere, Nr. 1, 2018

Abstract

Failure in organisations is a very common phenomenon. Little is known about whether past failure affects workers’ subsequent performance. We conduct a field experiment in which we follow up a failed mail campaign to attract new volunteers with a phone campaign pursuing the same goal. We recruit temporary workers to carry out the phone campaign and randomly assign them to either receive or not receive information about the previous failure and measure their performance. We find that informed workers perform better – in terms of both numbers dialed (about 14% improvement) and completed interviews (about 20% improvement) – regardless of whether they had previously worked on the failed mail campaign. Evidence from a second experiment with student volunteers asked to support a campaign to reduce food waste suggests that the mechanism behind our finding relates to contextual inference: Informing workers/volunteers that they are pursuing a goal that is hard to attain seems to add meaning to the work involved, leading them to exert more effort.

Publikation lesen

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Measuring Indirect Effects of Unfair Employer Behavior on Worker Productivity – A Field Experiment

Matthias Heinz Sabrina Jeworrek Vanessa Mertins Heiner Schumacher Matthias Sutter

in: IWH-Diskussionspapiere, Nr. 26, 2017

Abstract

We present a field experiment in which we set up a call-center to study how the productivity of workers is affected if managers treat their co-workers in an unfair way. This question cannot be studied in long-lived organizations since workers may change their career expectations (and hence effort) when managers behave unfairly towards co-workers. In order to rule out such confounds and to measure productivity changes of unaffected workers in a clean way, we create an environment where employees work for two shifts. In one treatment, we lay off parts of the workforce before the second shift. Compared to two different control treatments, we find that, in the layoff treatment, the productivity of the remaining, unaffected workers drops by 12 percent. We show that this result is not driven by peer effects or altered beliefs about the job or the managers’ competence, but rather related to the workers’ perception of unfair behavior of employers towards co-workers. The latter interpretation is confirmed in a survey among professional HR managers. We also show that the effect of unfair behavior on the productivity of unaffected workers is close to the upper bound of the direct effects of wage cuts on the productivity of affected workers. This suggests that the price of an employer’s unfair behavior goes well beyond the potential tit-for-tat of directly affected workers.

Publikation lesen
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