Competitiedrang op de werkvloer

Recent onderzoek laat zien dat vrouwen minder snel voor een competitieve omgeving kiezen dan mannen, en soms ook minder goed presteren onder competitie. In een veldexperiment zijn de gevolgen hiervan voor gedrag op de werkvloer onderzocht. Teamsamenstelling blijkt cruciaal

The Effect of Job Satisfaction on Job Search: Not just whether, but also where

Using survey data of public sector employees in the Netherlands, this paper shows that workers' satisfaction with various job domains not only affects whether but also where workers search for another job. An intuitive pattern emerges. Workers try to leave their current employer when their job search is instigated by dissatisfaction with an organisation-specific job domain, like management. Conversely, more job-specific problems, like a lack of autonomy, lead workers to opt for another position within their current organisation. Dissatisfaction with job domains which may have an industry-specific component, such as job duties, drives workers out of their industry. These findings suggest that on-the-job experience provides workers with information about the quality of their own job as well as of other jobs in their organisation and industry

Dedicated Doctors: Public and Private Provision of Health Care with Altruistic Physicians

Physicians are supposed to serve patients' interests, but some are more inclined to do so than others. This paper studies how the system of health care provision affects the allocation of patients to physicians when physicians differ in altruism. We show that allowing for private provision of health care, parallel to (free) treatment in a National Health Service, benefits all patients. It enables rich patients to obtain higher quality treatment in the private sector. Because the altruistic physicians infer that in their absence, NHS patients receive lower treatment quality than private sector patients, they optimally decide to work in the NHS. Hence, after allowing for private provision, the remaining (relatively poor) NHS patients are more likely to receive the superior treatment provided by altruistic physicians. We also show, however, that allowing physicians to moonlight, i.e. to operate in both the NHS and the private sector simultaneously, nullifies part of these beneficial effects for the poorest patients

Signaling and Screening of Workers' Motivation

This paper develops a model in which workers to a certain extent like to exert effort at the workplace. We examine the implications of workers' motivation for optimal monetary incentive schemes. We show that in the optimum motivated workers work harder and are willing to work for a lower wage. In addition, we examine whether job seekers have an incentive to be truthful about their motivation in a job interview. When the firm has sufficient bargaining power, workers hide their motivation so as to increase the firm's wage offer. As a result, an inefficient allocation of workers over firms may arise. We show that a commitment to a minimum wage may help to restore allocational efficiency and may be in the interest of the firm

Incentives and Workers' Motivation in the Public Sector

Civil servants have a bad reputation of being lazy. However, citizens' personal experiences with civil servants appear to be significantly better. We develop a model of an economy in which workers differ in laziness and in public service motivation, and characterise optimal incentive contracts for public sector workers under different informational assumptions. When civil servants' effort is unverifiable, lazy workers find working in the public sector highly attractive and may crowd out workers with a public service motivation. When effort is verifiable, the government optimally attracts motivated workers as well as the economy's laziest workers by offering separating contracts, which are both distorted. Even though contract distortions reduce aggregate welfare, a majority of society may be better off as public goods come at a lower cost

Task-specific Human Capital and Organizational Inertia

__Abstract__ Employees' incentive to invest in their task proficiency depends on the likelihood that they will execute the same tasks in the future. Changes in tasks can be warranted as a result of technological progress and changes in firm strategy as well as from fine-tuning job design and from monitoring individuals' performance. However, the possibility of a change in tasks reduces employees' incentive to invest in task-specific skills. We develop a simple two-period principal-agent model showing that some degree of inertia benefits the principal. We then analyze how organizations can optimally combine several policies to approach the optimal degree of inertia. In particular, we consider the optimal mixture of (abstaining from) exploration, managerial vision, organizational task-specific investments, and incentive pay. Our analysis yields testable predictions concerning the relations between these organizational policies

Managerial Talent, Motivation, and Self-Selection into Public Management

The quality of public management is a recurrent concern in many countries. Calls to attract the economy's best and brightest managers to the public sector abound. This paper studies self-selection into managerial and non-managerial positions in the public and private sector, using a model of a perfectly competitive economy where people differ in managerial ability and in public service motivation. We find that, if demand for public sector output is not too high, the equilibrium return to managerial ability is always highest in the private sector. As a result, relatively many of the more able managers self-select into the private sector. Since this outcome is efficient, our analysis implies that attracting a more able managerial workforce to the public sector by increasing remuneration to private-sector levels is not cost-efficient

Wonderful and Woeful Work: Incentives, Selection, Turnover, and Workers’ Motivation

The starting point of this thesis has been the premise that people not solely work for money, and that working is not an altogether dreadful experience. Although many people will agreewith thisstatement, economic models of human behaviour at the workplace often assume exactly the opposite. Applying the techniques used in standard economic analysis, this thesis has examined the implications of heterogeneity in the intrinsic motivation of workers for optimal monetary incentive schemes and for the recruitment and selection of employees. Furthermore, the thesis has looked into the relation between workers’ satisfaction with various aspects of their job and their decision whether or not to search for another job, and if so, where to look for or take up a new position. Here, we summarise the main findings and give some suggestions for further research

Biased Supervision

__Abstract__ When verifiable performance measures are imperfect, organizations often resort to subjective performance pay. This may give supervisors the power to direct employees towards tasks that mainly benefit the supervisor rather than the organization. We cast a principal-supervisor-agent model in a multitask setting, where the supervisor has an intrinsic preference towards specific tasks. We show that subjective performance pay based on evaluation by a biased supervisor has the same distorting effect on the agent's effort allocation as incentive pay based on an incongruent performance measure. If the principal can combine incongruent performance measures with biased supervision, the distortion in the agent's efforts is mitigated, but cannot always be eliminated. We apply our results to the choice between specialist and generalist middle managers, where a trade-off between expertise and bias may arise