This paper reports the results from a controlled field experiment designed to
investigate the causal effect of public recognition on employee performance. We
hired more than 300 employees to work on a three-hour data-entry task. In a random
sample of work groups, workers unexpectedly received recognition after two hours
of work. We find that 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. This result is consistent with workers having a preference for
conformity.
Das Dokument wird vom Publikationsserver der Universitätsbibliothek Mannheim bereitgestellt.
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