Under- and over-staffed

Adrian Furnham

A chapter in The Engaging Manager, 2012, pp 193-195 from Palgrave Macmillan

Abstract: Abstract Two related questions to consider: 1. You have two consultancies that you might use. One is a small and jolly start-up, with half a dozen people at most, but growing fast and with a good reputation. The other is a major, established, international blue-chip firm with three large offices around the country and perhaps a few abroad. For you, cost is not a consideration; but quality of support is. You want to make sure they can deliver quickly and reliably … and with some degree of flexibility. Which to choose? 2. A friend phones you for advice. S/he has been offered two jobs: same sector, same pay, same job title. But one employer is large, with over 150 staff in the same building, while the other has a mere 12 people, including all support staff. Given that all else is equal(ish), such as pay and perks, which would you advise him/her to choose? The issue is over- or under-staffing and the consequences.

Keywords: Support Staff; Good Reputation; Small Organization; Ecological Psychologist; Camera Operator (search for similar items in EconPapers)
Date: 2012
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-27387-1_59

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DOI: 10.1057/9781137273871_59

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