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Social Relations and Relational Incentives
Dur, Robert; Tichem, Jan - Tinbergen Instituut - 2012
This paper studies how social relationships between managers and employees affect relational incentive contracts. To this end we develop a simple dynamic principal-agent model where both players may have feelings of altruism or spite toward each other. The contract may contain two types of...
Persistent link: https://www.econbiz.de/10011255564
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Optimal Incentive Contracts when Workers envy their Boss
Dur, Robert; Glazer, Amihai - Tinbergen Instituut - 2004
A worker's utility may increase with his income, but envy can make his utility decline with his employer's income. This article uses a principal-agent model to study profit-maximizing contracts when a worker envies his employer. Envy tightens the worker's participation constraint and so calls...
Persistent link: https://www.econbiz.de/10011256032
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Optimal Incentive Contracts when Workers envy their Boss
Dur, Robert; Glazer, Amihai - Tinbergen Institute - 2004
A worker's utility may increase with his income, but envy can make his utility decline with his employer's income. This article uses a principal-agent model to study profit-maximizing contracts when a worker envies his employer. Envy tightens the worker's participation constraint and so calls...
Persistent link: https://www.econbiz.de/10005136986
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Paid to quit
Dur, Robert; Schmittdiel, Heiner - Tinbergen Instituut - 2013
Inspired by a recent observation about an online retail company, this paper explains why a firm may find it optimal to offer an exit bonus to recent hires so as to induce self-selection. We study a double adverse selection problem, in which the principal can neither observe agents’ commitment...
Persistent link: https://www.econbiz.de/10011256343
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Employee recognition and performance: A field experiment
Bradler, Christiane; Dur, Robert; Neckermann, Susanne; … - 2013
recognition on employee performance. We hired more than 300 employees to work on a three-hour data-entry task. In a random sample … subsequent performance substantially, and particularly so when recognition is exclusively provided to the best performers …. Remarkably, workers who did not receive recognition are mainly responsible for this performance increase. This result is …
Persistent link: https://www.econbiz.de/10010311886
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Employee recognition and performance: A field experiment
Bradler, Christiane; Dur, Robert; Neckermann, Susanne; … - Zentrum für Europäische Wirtschaftsforschung (ZEW) - 2013
recognition on employee performance. We hired more than 300 employees to work on a three-hour data-entry task. In a random sample … subsequent performance substantially, and particularly so when recognition is exclusively provided to the best performers …. Remarkably, workers who did not receive recognition are mainly responsible for this performance increase. This result is …
Persistent link: https://www.econbiz.de/10010957624
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Reciprocity and Incentive Pay in the Workplace
Dur, Robert; Non, Arjan; Roelfsema, Hein - Tinbergen Instituut - 2008
This discussion paper has resulted in a publication in the <I>Journal of Economic Psychology</I>, 31(4), 676-686.<P> We study optimal incentive contracts for workers who are reciprocal to management attention. When neither worker's effort nor manager's attention can be contracted, a double moral-hazard...</p></i>
Persistent link: https://www.econbiz.de/10011256123
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Public Sector Employees: Risk Averse and Altruistic?
Buurman, Margaretha; Dur, Robert; Bossche, Seth Van den - Tinbergen Instituut - 2009
This discussion paper has led to a publication in the <I>Journal of Economic Behavior and Organization</I>, 2012, 83(3), 279-291.<P> We assess whether public sector employees have a stronger inclination to serve others and are more risk averse than employees in the private sector. A unique feature of our...</p></i>
Persistent link: https://www.econbiz.de/10011256208
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Employee Recognition and Performance: A Field Experiment
Bradler, Christiane; Dur, Robert; Neckermann, Susanne; … - Tinbergen Instituut - 2013
unannounced, public recognition on employee performance. We hired more than 300 employees to work on a three-hour data-entry task … recognition increases subsequent performance substantially, and particularly so when recognition is exclusively provided to the … best performers. Remarkably, workers who did not receive recognition are mainly responsible for this performance increase …
Persistent link: https://www.econbiz.de/10011256211
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Public Sector Employees: Risk Averse and Altruistic?
Buurman, Margaretha; Dur, Robert; Bossche, Seth Van den - Tinbergen Institute - 2009
We assess whether public sector employees have a stronger inclination to serve others and are more risk averse than employees in the private sector. A unique feature of our study is that we use revealed rather than stated preferences data. Respondents of a large-scale survey were offered a...
Persistent link: https://www.econbiz.de/10004964457