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Harnessing the power of social incentives to curb shirking in teams

Author

Listed:
  • Brice Corgnet

    (EM - EMLyon Business School, GATE Lyon Saint-Étienne - Groupe d'Analyse et de Théorie Economique Lyon - Saint-Etienne - UL2 - Université Lumière - Lyon 2 - UJM - Université Jean Monnet - Saint-Étienne - EM - EMLyon Business School - CNRS - Centre National de la Recherche Scientifique)

  • Brian C. Gunia

    (JHU - Johns Hopkins University)

  • Roberto Hernán-González

    (BSB - Burgundy School of Business (BSB) - Ecole Supérieure de Commerce de Dijon Bourgogne (ESC), CEREN - Centre de Recherche sur l'ENtreprise [Dijon] - BSB - Burgundy School of Business (BSB) - Ecole Supérieure de Commerce de Dijon Bourgogne (ESC))

Abstract

We study several solutions to shirking in teams, each of which triggers social incentives by reshaping the workplace social context. Using an experimental design, we manipulate social pressure at work by varying the type of workplace monitoring and the extent to which employees are allowed to engage in social interaction. This design allows us to assess the effectiveness as well as the appeal of each solution. Despite similar effectiveness in boosting productivity, only organizational systems involving social interaction (via chat) were comparably appealing to a baseline treatment. This suggests that solutions involving social interaction are more likely to be effective in the long‐run than solutions involving monitoring alone.

Suggested Citation

  • Brice Corgnet & Brian C. Gunia & Roberto Hernán-González, 2021. "Harnessing the power of social incentives to curb shirking in teams," Post-Print hal-03188236, HAL.
    • Handle: RePEc:hal:journl:hal-03188236
    DOI: 10.1111/jems.12405
    as

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    Cited by:

    1. Zou, Wenbo & Gao, Wenzheng, 2023. "Measuring the welfare and spillover effects of rank information," Journal of Economic Behavior & Organization, Elsevier, vol. 216(C), pages 187-220.

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