What happens when workers get a say in evaluating their managers? At one Chinese carmaker, the results speak for themselves: happier teams, better leadership, and a noticeable boost in productivity — without a single downside. Those are key findings of a recent study by Wharton associate professor of business economics and public policy Shing-Yi Wang, and Jing Cai from the University of Maryland. Their research, published in The Quarterly Journal of Economics, shows that worker feedback did not just lift morale — it cut turnover by half and made teams run more effectively, a big result in an industry like manufacturing where high turnover is a persistent challenge for companies.
