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What field experiments have and have not taught us about managing workers
16 references·2 citing·45 second hop
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References

  • 1962Investment in Human Capital: A Theoretical Analysis8,056 cited
  • 1991Multitask Principal–Agent Analyses: Incentive Contracts, Asset Ownership, and Job Design6,042 cited
  • 1982Labor Contracts as Partial Gift Exchange3,210 cited
  • 1979Job Matching and the Theory of Turnover3,125 cited
  • 2001Motivation Crowding Theory3,026 cited
  • 2000Performance Pay and Productivity2,491 cited
  • 2004Field Experiments2,321 cited
  • 2014Does Working from Home Work? Evidence from a Chinese Experiment *1,990 cited
  • 2011Does Management Matter? Evidence from India1,416 cited
  • 2008The significance of task significance: Job performance effects, relational mechanisms, and boundary conditions.1,112 cited
  • 1992Incentive Contracts and Performance Measurement1,085 cited
  • 2003Team Incentives and Worker Heterogeneity: An Empirical Analysis of the Impact of Teams on Productivity and Participation983 cited
  • 2010A little thanks goes a long way: Explaining why gratitude expressions motivate prosocial behavior.870 cited
  • 2010Teaching Entrepreneurship: Impact of Business Training on Microfinance Clients and Institutions732 cited
  • 2005Social Preferences and the Response to Incentives: Evidence from Personnel Data

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728 cited
  • 1994The validity of employment interviews: A comprehensive review and meta-analysis.706 cited
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    • 2018The Effect of Incentives in Non-Routine Analytical Team Tasks21 cited
    • 2017Scholarly impact and the timing of major awards in economics9 cited