“Office Productivity: the Impacts of Staffing, Intellectual Specialization and Technology”, 1996 (; backlinks):
[see summary] This paper reports on a series of 20 case studies of office productivity and office technology in major US corporations. The case studies were carried out between the mid-1980s and the early 1990s, and involved over 1,700 employees in 95 distinct offices. These studies were shaped by a new conceptual model of the office which focuses on the intellectual content, rather than the physical attributes, of office work.
Our major finding is a large lack of intellectual specialization among managers and professionals. That is, managers and professionals devote a relatively small fraction of their work time to management and professional level work, and a relatively large fraction of their time to support and non-productive tasks. In addition, we found large staffing imbalances throughout our cases: in nearly every office, there were more managers and professionals, and fewer support workers, than were required to perform the work cost-effectively.
Our analysis suggests that a typical organization could reduce its annual office payroll costs by 15% by recalibrating its staffing mix and increasing the intellectual specialization of its office workers. Further, we find that the apparent failure of massive corporate investments in office technology to achieve commensurate in white-collar productivity is likely to be due, in large decisions.
The paper offers a specific methodology for measuring and tracking office productivity, for developing a coherent office productivity strategy, and for improving office staffing and technology decisions. [cf. productivity paradox]