Team Incentives and Worker Heterogeneity: An Empirical Analysis of the Impact of Teams on Productivity and Participation

Are Women More Attracted to Co-operation Than Men?

“…19 Fortuitously, focusing on a low moral hazard scenario such as ours not only simplifies the interpretation of the results but also enhances the applicability of our results to real workplaces. As a number of field studies have shown (Knez and Simester, 2001;Hamilton et al, 2003;Boning et al, 2007;Babcock et al, 2011), free riding is absent in most workplace teams that have been studied.…”

“…For example, Lawler and Mohrman (2003) report that the share of Fortune 1000 companies using work group or team incentives for more than a fifth of their workers more than doubled, from 21% to 51%, between 1990 and 2002. Well known studies of this transition towards team pay at the firm and industry level include Boning et al (2007) for US Steel mini-mills and Berg (1996) and Hamilton et al (2003) for the apparel industry. Teams also play an increasingly dominant role in the production of scientific information (Wuchty et al, 2007).…”

Teamworking and organizational performance: A review of survey‐based research

“…We can make a distinction between, on the one hand, studies that featured objective measures of performance often taken from production records and, on the other, those that rely on perceptions of performance, derived from interviews or from the responses of employees or managers to survey questions. Examples of objective outcomes are monthly defect rates (Banker et al 1996), quality measured as the percentage of tons produced that meet specific quality standards (Ichniowski et al 1997) and weekly productivity measured as the hours required to produce a batch of garments (Hamilton et al 2003). Subjective information on performance outcomes is provided either by one of the parties involved (for example, when a respondent is asked to compare the quality of their product or service with other establishments in the same industry) (Procter and Burridge 2004) or as work team effectiveness rated by the team members and team managers (Cohen et al 1996).…”

Workplace Productivity and Bonus Preferences: Why Do Men With Low Productivity Prefer Individual Pay?

“…Workers with a preference for equal pay may produce more under a team bonus than (Itoh 2004;Rey-Biel 2008;Englmaier and Wambach 2010). Team incentives may also bring on social appraisal concerns, like the fear of social punishment or the desire to be liked and admired, which can amplify the power of monetary incentives (Hamilton et al 2003;Babcock et al 2011). Team pay encourages socially oriented workers to use time and energy to strengthen ties (create altruism) within production teams to alleviate free-rider problems (Dur and Sol 2010).…”