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Incentivos to motivate.Behavioral financeBehavioral Economics

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  • Journal of Economic Behavior & Organization 116 (2015) 2642

    Contents lists available at ScienceDirect

    Journal of Economic Behavior & Organization

    j ourna l ho me pa g e: www.elsev ier .com/ locate / jebo

    Incentives to motivate

    Ola Kvalya, Anja Schttnerb,

    a University ofb Humboldt-Un

    a r t i c

    Article history:Received 2 DeAccepted 18 MAvailable onlin

    Keywords:Monetary rewNon-monetaryLeadership

    Leaders

    1. Introdu

    The legethough he his tactical dedication,

    Anyone or her abilicontinuousactions thatnds an endmotivation

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    http://dx.doi.o0167-2681/ Stavanger, 4036 Stavanger, Norwayiversitat Berlin, 10099 Berlin, Germany

    l e i n f o

    cember 2014arch 2015e 1 April 2015

    ards motivation

    a b s t r a c t

    We present a model in which a motivator can take costly actions or what we call moti-vational effort in order to reduce the effort costs of a worker, and analyze the optimalcombination of motivational effort and monetary incentives. We distinguish two cases.First, the rm owner chooses the intensity of motivation and bears the motivational costs.Second, another agent of the rm chooses the motivational actions and incurs the associ-ated costs. In the latter case, the rm must not only incentivize the worker to work hard,but also the motivator to motivate the worker. We characterize and discuss the conditionsunder which monetary incentives and motivational effort are substitutes or complements,and show that motivational effort may exceed the efcient level.

    2015 Elsevier B.V. All rights reserved.

    hip is based on a spiritual quality the power to inspire, the power to inspire others to follow.Vince Lombardi

    ction

    ndary football coach Vince Lombardi was celebrated for his ability to motivate and inspire his players. Evenachieved an amazing record of victories in a game where tactics and strategy matter, he is not so famous forskills. Lombardi is legendary for his coaching philosophy and motivational skills. He emphasized hard work and

    and players were wholeheartedly devoted to him.who follows sports has a sense that it is not only the coachs knowledge of the game that matters, but also histy to motivate and inspire the players with words and actions. This also applies to work life in general. Leadersly emphasize the importance of motivation in terms of energizing people or challenging them to take those

    will realize results (Filson, 2004). If one searches for the terms leadership and motivation on the Internet, oneless list of managerial words of wisdom such as Great leaders motivate through inspiration, or Leadership is

    , the leader is a motivator.1

    economists point of view, this looks more like a technological approach to motivation than an incentive approach.nomic theories of motivation have primarily focused on incentives, and have not considered motivation to bechnology that helps workers perform better. But when a coach motivates her players or a leader motivates her

    d like to thank Fabian Frank, Hideshi Itoh, Frauke von Bieberstein, Trond Olsen, Gaute Torsvik, and seminar and conference participantslin, Bern, Frankfurt, Magdeburg, Malaga, Rome, Vienna, and Zurich for helpful comments. Financial support from the Norwegian Researcht #227004 is gratefully acknowledged.ding author. Tel.: +49 3020935716.resses: [email protected] (O. Kvaly), [email protected] (A. Schttner).s are from CEO Dov Seidman and leadership consultant James Chapman, respectively.

    rg/10.1016/j.jebo.2015.03.0122015 Elsevier B.V. All rights reserved.

  • O. Kvaly, A. Schttner / Journal of Economic Behavior & Organization 116 (2015) 2642 27

    workers, she may trigger the workers effort without increasing their monetary incentives to exert effort. This is emphasizedby two contemporary leadership theories in the eld of organizational behavior: charismatic leadership and transformationalleadership. According to these closely related theories, leaders inspire followers through their words, ideas, and behavior.2

    Several studies nd a positive relationship between charismatic/transformational leadership, high performance, and jobsatisfaction, see Wang et al. (2011), Robbins and Judge (2013) for recent surveys and overviews.

    But even though leadership has an impact on rm performance, a certain leadership style typically does not changea rms production technology, i.e., how inputs and particularly work effort transform into output. The channel throughwhich charismatic/transformational leadership affects productivity appears to be its effect on employees (dis)utility ofwork. Effective leadership makes employees like their job better and, as a consequence, they work harder and perform inways that benet the organization. As Robbins and Judge (2013, p. 415) put it, People working for charismatic leaders aremotivated to exert extra effort and, because they like and respect their leader, express greater satisfaction. In a similarspirit, Hartepositively im

    Thereforthat the leathat a motianalyze therm ownerthe motivatto work har

    Our modon charismthe effort cocan also takits manageret al. (1996transformaappropriateinterpersontheir leaderspending mas well as a

    Motivatiline with a sound feedbare often atbut has to bis also costl

    The maiFirst, we

    motivationcost of rewathis result isincentives, hidden ben

    Second, worker, theis then indeto limited lcase can ocpossible whcharismaticin the seco

    2 Max Webe(1977) furtherleadership, coformational lesynonymously

    3 The term academic termr et al. (2010) conclude, Improving employee work perceptions can improve business competitiveness whilepacting the well-being of employees.

    e, a natural way to model charismatic/transformational leadership in a principal-agent framework is to sayder or motivator reduces workers effort costs. In this paper we make this plausible assumption. We assumevator can take costly actions or what we call motivational effort to reduce the effort costs of a worker and

    optimal combination of motivational effort and monetary incentives. We distinguish two situations. First, the chooses the intensity of motivation and bears the motivational costs. Second, another agent of the rm choosesional actions and incurs the associated costs. In the latter case, the rm must then not only incentivize the workerd, but also the motivator to motivate the worker.el allows for a broader interpretation of motivational actions than what is typically emphasized in the literatureatic and transformational leadership. We are interested in any action that the leader can take in order to reducests of the worker, and we sometimes refer to this as motivational leadership.3 The costs of motivational efforte many forms and our model allows for various interpretations. For example, the rm can invest in developings leadership qualities. Studies suggest that charismatic leaders are not only born but can also be made. Barling) conduct a eld experiment with Canadian bank managers and nd that branches whose managers underwenttional leadership training performed better than branches whose managers did not receive such training. With

    forms of training, managers can also learn, e.g., how to better evaluate critical situations or improve theiral skills. Large rms like BHP Billiton, Nokia, and Adobe hire personal coaches for their top executives to improveship skills (Robbins and Judge, 2013, p. 430). According to the Harvard Business Review, US companies areore than $1.5 billion a year on coaching. Renton (2009) reports that about 40% of Britains CEOs undergo coaching,n increasing number of senior managers.onal effort costs are also inicted through communication, attention, or goal setting. Specifying goals that are inworkers ambitions for personal development requires time-consuming and thus costly communication. Givingack and appraisals requires careful evaluation of employee performance. And importantly, motivational actions

    the discretion of the workers immediate superior, who is not the residual claimant of the production processear the costs of motivation. The rm owner then has to incentivize the motivator to motivate the worker, whichy.n insights of our analysis are as follows:

    show that higher-powered monetary incentives to the worker can reduce or enhance his responsiveness toal effort. The rst case implies that incentives make motivational effort less effective and thus reects a hiddenrd. Because our motivational effort can be interpreted as an attempt to increase the workers intrinsic motivation,

    related to the well-known crowding-out argument for intrinsic motivation (Lepper and Greene, 1978). Monetaryhowever, can also complement and enhance the effect of motivational effort. We thus also identify a potentialet of reward.we analyze the optimal motivation-incentive mix from the rms point of view. Under unlimited liability of the

    rm provides rst-best incentives that are equal to the marginal productivity of effort. The workers bonuspendent of motivation, because the latter only affects the workers disutility of effort. If the worker is subjectiability, however, the rm can use incentives and motivation as substitutes as well as complements. The lattercur if the workers motivation responsiveness increases with the strength of incentives. For example, this isen a harder working employee interacts with his superior more frequently and is therefore easier to inspire by

    leadership. We show that, in such a situation, motivational effort may even exceed t