Suchergebnisse

Longitudinal studies are essential for governments and organizations as they help in making decisions that are based on factual data. Longitudinal studies collect data repeatedly from a set of participants over a period of time, enabling the tracking and studying of entity behaviour at individual, organizational, and national levels. One major challenge facing longitudinal data collection is the attrition of subjects during the course of the study, which is the continuous loss of participants during a longitudinal survey due to verbal drop-outs and non-response. Attrition can render datasets useless due to incomplete entries, making it one of the most significant weaknesses of longitudinal surveys. In order to explore the effects of incentives on attrition, this research project studies the effects of monetary and non-monetary incentives on explicit (subject says s/he does not want to be part of the study) and implicit (non-response) attrition. In particular, this study uses telephonically delivered feedback, derived from participant responses, as non-monetary incentives. To measure the effects of incentives on attrition, the study gave four treatments groups —50 participants each—mobile credit, verbally delivered feedback, machine delivered feedback and no incentive. After monitoring their attrition, over a 12-week period that involved bi-weekly surveys, a generalised linear model and Cochran's q-test were used to find that monetary incentives remain the strongest in under-served community settings. It was not only found that monetary incentive treatments completed the most surveys most weeks, but also had the least explicit attrition. Surprisingly it was also found that machine delivered feedback performed similarly to mobile credit when the cost, social impact and participant behaviour in terms of their survey completion and attrition is assessed.

"Non-monetary incentives and recognition programmes are an area of employee motivation that is often overlooked. Yet, as Fisher's book reveals, a strategic focus on non-cash rewards can generate significant return on investment in terms of employee engagement, performance improvement and financial results. In the present economic context, with companies pushing to deliver more for less, it is a particularly pertinent issue. Strategic Reward and Recognition brings together theory and practice to guide HR professionals, consultants and senior leaders in developing the most effective programmes for their organizations. It features examples of good practice from all over the world, from different sectors and from both large and small organizations, providing coverage of digital as well as in-person schemes"--

We study how non-monetary incentives, motivated by recent advances in behavioral economics, affect civil servant performance in a context where state capacity is weak. We collaborated with a government agency in Peru to experimentally vary the content of text messages targeted to civil servants in charge of a school maintenance program. These messages incorporate behavioral insights in dimensions related to information provision, social norms, and weak forms of monitoring and auditing. We find that these messages are a very cost-effective strategy to enforce compliance with national policies among civil servants. We further study the role of social norms and the salience of social benefits in a follow-up experiment and explore the external validity of our original results by implementing a related experiment with civil servants from a different national program. The findings of these new experiments support our original results and provide additional insights regarding the context in which these incentives may work. Our results highlight the importance of carefully designed non-monetary incentives as a tool to improve civil servant performance when the state lacks institutional mechanisms to enforce compliance.

This paper investigates country-specific total cost of ownership of electric mobility for different vehicle owners and usage patterns. A utility function approach is used to incorporate non-monetary aspects.

Abstract
We assess the effect of two antithetic non-monetary incentive schemes based on grading rules on students' effort, using experimental data. We randomly assigned students to a tournament scheme that fosters competition between paired up students, a cooperative scheme that promotes information sharing and collaboration between students and a baseline treatment in which students can neither compete nor cooperate. In line with theoretical predictions, we find that competition induces higher effort with respect to cooperation, whereas cooperation does not increase effort with respect to the baseline treatment. Nonetheless, we find a strong gender effect since this result holds only for men while women do not react to this type of non-monetary incentives.

The subject of this thesis is the analysis of monetary incentives and non-monetary factors influencing the behavior and compensation of managers. For a long time, controlling research on behavior management focused on the effect of monetary incentives. For some years, however, non-monetary incentives or influencing factors have increasingly been the focus of attention. These can be phenomena as diverse as the perceived pressure on decision-makers or the composition of decision-making bodies. This thesis contributes to this highly relevant area of research by examining (1) the impact of waiving monetary incentives and its effect on performance, (2) the detailed composition of monetary and non-monetary incentives and the effect of non-monetary incentives as substitut for and complement to monetary incentives, and (3) the influence of social relationships on the compensation committee evaluation process. The main findings are that (i) the use of monetary incentives does not necessarily improve performance, (ii) non-monetary incentives can be effective especially for objectives whose achievement is associated with complex tasks, (iii) possible interactions between the monetary and non-monetary incentives can occur, where the monetary objectives can dominate the non-monetary objectives, (iv) social relationships influence the evaluation process and thus independence between decision makers cannot be guaranteed.

In recent years, several countries have introduced non-monetary performance incentives for health care providers to improve the quality of medical care. Evidence on the effect of non-monetary feedback incentives, predominantly in the form of public quality reporting, on the quality of medical care is, however, ambiguous. This is often because empirical research to date has not succeeded in distinguishing between the effects of monetary and non-monetary incentives, which are usually implemented simultaneously. We use a controlled laboratory experiment to isolate the impact of nonmonetary performance incentives: subjects take on the role of physicians and make treatment decisions for patients, receiving feedback on the quality of their treatment. The subjects decisions result in payments to real patients. By giving either private or public feedback we are able to disentangle the motivational effects of self-esteem and social reputation. Our results reveal that public feedback incentives have a significant and positive effect on the quality of care that is provided. Private feedback, on the other hand, has no impact on treatment quality. These results hold for medical students and for other students.

The extent to which monetary incentives lead to a reduction in nonresponse rates in mail surveys was studied by reanalyzing empirical studies. A comprehensive review of the literature yielded 17 studies. One additional study was reported here yielding a total of 18 studies by 14 researchers. 3 studies showed that the promise of a reward led to consistent yet small reductions in nonresponse. Prepaid monetary incentives were much more effective: reductions in the % of nonresponse were found in each of the 18 studies with an X reduction of 32%. The relationship between the size of the incentive & the extent of nonresponse was studied via regression analysis with rather unimpressive results. Therefore, a rule of thumb was proposed as a summary of the evidence to date: "there is a 1% decrease in nonresponse rate for each 1 cent increase in the prepaid incentive up to 40 cents." 1 Figure, 2 Tables. AA.