Awards at work

Social incentives like employee awards are widespread in the corporate sector and may be important instruments for solving agency problems. To date, we have little understanding of their effect on behavior. Unique panel data from the call center of a Fortune 500 financial services provider allow us to estimate the impact of awards on performance. Winning an award for voluntary work behaviors significantly increases subsequent core call center performance. The effect is short-lived, mainly driven by underperforming agents, and is reflected mostly in dimensions of the job that are hard to observe. We discuss various theories that could explain the effect.

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Year of publication:	2014
Authors:	Neckermann, Susanne ; Cueni, Reto ; Frey, Bruno S.
Published in:	Labour Economics. - Elsevier, ISSN 0927-5371. - Vol. 31.2014, C, p. 205-217
Publisher:	Elsevier
Subject:	Employee awards \| Worker effort \| Non-pecuniary rewards \| Insider econometrics

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Type of publication:	Article
Classification:	C23 - Models with Panel Data ; J33 - Compensation Packages; Payment Methods ; M52 - Compensation and Compensation Methods and Their Effects (stock options, fringe benefits, incentives, family support programs)
Source:	RePEc - Research Papers in Economics

Persistent link: https://www.econbiz.de/10011117319