We use monthly personnel records of a large German company to analyse the gender wage gap (GWG). Main findings are: (1) the unconditional GWG is 15 percent for blue-collar and 26 percent for white-collar workers; (2) conditional on tenure, entry age, schooling, and working hours, the GWG is 13...

Can a company attract a different type of employee by changing its compensation scheme? Is it sufficient to pay more to increase employees’ motivation? Should a firm provide evaluation feedback to employees based on their absolute or their relative performance? Laboratory experiments can help...

This paper reviews studies conducted in naturally-occurring work environments or in the laboratory on the impact of performance feedback provision and peer effects on individuals' performance. First, it discusses to which extent feedback on absolute performance affects individuals' effort for...

We use monthly personnel records of a large German company to analyse the gender wage gap (GWG). Main findings are: (1) the unconditional GWG is 15 percent for blue-collar and 26 percent for white-collar workers; (2) conditional on tenure, entry age, schooling, and working hours, the GWG is 13...

This paper reviews studies conducted in naturally-occurring work environments or in the laboratory on the impact of performance feedback provision and peer effects on individuals' performance. First, it discusses to which extent feedback on absolute performance affects individuals' effort for...

This paper reviews studies conducted in naturally-occurring work environments or in the laboratory on the impact of performance feedback provision and peer effects on individuals' performance. First, it discusses to which extent feedback on absolute performance affects individuals' effort for...

We use monthly personnel records of a large German company to analyse the gender wage gap (GWG). Main findings are: (1) the unconditional GWG is 15 percent for blue-collar and 26 percent for white-collar workers; (2) conditional on tenure, entry age, schooling, and working hours, the GWG is 13...

Are women disproportionately attracted to work environments where cooperation rather than competition is rewarded? This paper reports the results of a real-effort experiment in which participants choose between an individual compensation scheme and a team-based payment scheme. We find that women...

We study the attitudes of junior and senior employees towards strategic uncertainty and competition, by means of a market entry game inspired by Camerer and Lovallo (1999). Seniors exhibit higher entry rates compared to juniors, especially when earnings depend on relative performance. This...

Firms can use repayment agreements in order to protect their training investments in case a worker leaves the firm after training took place. In this empirical research note, I use linked employer-employee data to estimate the impact of industrial relations and wage structures on the probability...