prefer the term "direct deterrent effect" to refer to effects on those who are audited, and "indirect deterrent effect" to refer to spillover effects on the non-audited. This paper argues that random audit programs provide income taxpayers with information that alters their perceptions of, and hence their behavioral responses to, audits. Comparing samples of randomly selected audited and non-audited UK taxpayers, the evidence confi rms predictions that audited taxpayers found to be "compliant" reduce their subsequent compliance. The opposite response is observed for taxpayers found to be "noncompliant." The results highlight the importance of testing separately the responses of taxpayers facing different opportunities and incentives to evade tax in order to avoid confl ating their different effects, and to reveal both positive and negative indirect revenue effects from random auditing.

We use an experiment to study the impact of team-based incentives, exploiting rich data from personnel records and management information systems. Using a triple difference design, we show that the incentive scheme had an impact on team performance, even with quite large teams. We examine whether this effect was due to increased effort from workers or strategic task reallocation. We find that the provision of financial incentives did raise individual performance but that managers also disproportionately reallocated efficient workers to the incentivised tasks. We show that this reallocation was the more important contributor to the overall outcome.

This paper addresses a lack of evidence on the impact of performance pay in the public sector by evaluating a pilot scheme of incentives in a major government agency. The incentive scheme was based on teams and covered five different targets, measured with varying degrees of precision. We use data from the agency's performance management system and personnel records, plus matched labour market data. We focus on three main issues: whether performance pay matters for public service workers, what the team basis of the scheme implies, and the impact of the differential measurement precision. We show that the use of performance pay did have a significant effect on the main quality measure (job placements), but that there was significant heterogeneity of response. This heterogeneity was patterned as one would expect from a free rider versus per monitoring perspective. We found that the incentive had a substantial positive effect in small teams, and a negative response in large teams. We found little impact of the scheme on quality measures, and we interpret this as due to the differential measurement technology. We show that the scheme in small teams had non-trivial effects on output, and our estimates suggest that the use of incentive pay is much more cost effective than a general pay rise.