Managers often implement behavioral controls to prevent free riding, especially in group settings where individual effort is difficult to measure. We argue that to the extent these controls signal a norm of self-interest in the workplace, they are likely to result in lower trust and employee...

Managers often encourage employee effort by incentivizing employees to achieve performance targets. For some work tasks, such as those that involve quality standards or creativity, greater effort does not, or is not perceived as, resulting in increased employee performance outcomes. This paper...

Employees often perform tasks with multiple dimensions. In this study, we examine how employees’ performance on multidimensional tasks differs under different control structures. We conduct two experiments in which we manipulate the presence of compensation controls and the presence of...