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dc.contributor.authorNeckermann, Susanneen
dc.contributor.authorCueni, Retoen
dc.contributor.authorFrey, Bruno S.en
dc.date.accessioned2012-03-15-
dc.date.accessioned2012-03-15T17:04:54Z-
dc.date.available2012-03-15T17:04:54Z-
dc.date.issued2012-
dc.identifier.urihttp://hdl.handle.net/10419/56017-
dc.description.abstractSocial 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.en
dc.language.isoengen
dc.publisher|aZentrum für Europäische Wirtschaftsforschung (ZEW) |cMannheimen
dc.relation.ispartofseries|aZEW Discussion Papers |x12-004en
dc.subject.jelC23en
dc.subject.jelJ33en
dc.subject.jelM52en
dc.subject.ddc330en
dc.subject.keywordAwardsen
dc.subject.keywordMotivationen
dc.subject.keywordNon-monetary Compensationen
dc.subject.keywordInsider Econometricsen
dc.titleAwards at work-
dc.typeWorking Paperen
dc.identifier.ppn687839459en
dc.rightshttp://www.econstor.eu/dspace/Nutzungsbedingungenen
dc.identifier.repecRePEc:zbw:zewdip:12004en

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