Changing Behavior Beyond the Here and Now

Rogers, Todd; Frey, Erin

doi:10.1002/9781118468333.ch25

Cited by 35 publications

(31 citation statements)

References 78 publications

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“…Managers therefore need to think about different ways of recognizing workers to ensure that their recognition remains effective. 33 In line with this, Rogers and Frey (2014) argue that treatment effects of stimuli are generally more likely to show up repeatedly when a surprise element is maintained, for instance when the treatment is provided irregularly, when the time intervals between repetitions are long, and when the treatment is not presented in the same way every time (see also McSweeney, 2004). Second, our findings suggest that scarce recognition is particularly effective because it provides information on the work norm.…”

Section: Resultssupporting

confidence: 59%

“…While recognition in general might be expected in such organizations, the particular situation, timing, and kind of recognition usually remain a surprise. This is not without reason: Rogers and Frey (2014) argue that habituation to stimuli (such as recognition) is less likely if the stimulus is presented at unpredictable time intervals and is not presented in the same way every time.…”

Section: Introductionmentioning

confidence: 99%

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Employee Recognition and Performance: A Field Experiment

et al. 2013

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This paper reports the results from a controlled field experiment designed to investigate the causal effect of unannounced, 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. Our results are consistent with workers having a preference for conformity and being reciprocal at the same time.JEL Classifications: C93, M52. Keywords: employee motivation, recognition, reciprocity, conformity, field experiment. * We gratefully acknowledge comments and suggestions by a Department Editor, an Associate Editor, three anonymous referees, Iwan Barankay, Gary Charness, Tore Ellingsen, Dirk Engelmann, Guido Friebel, David Gill, Michael Kosfeld, Steve Levitt, John List, Michel Maréchal, Dina Pommeranz, Ingrid Rohde, Marie Claire Villeval, and numerous seminar and conference participants. We thank Ann-Kathrin Koessler for excellent research assistance. The experiment has been conducted within the ethical guidelines of our home institutions.

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Section: Resultssupporting

confidence: 59%

Section: Introductionmentioning

confidence: 99%

Employee Recognition and Performance: A Field Experiment

et al. 2013

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“…Does individual electronic monitoring maintain its effectiveness, or does it gradually lose its salience, with its impact diminishing over time? Despite the importance of understanding the long-term impact of operational interventions (Gino and Pisano 2008;Boyce 2011;Rogers and Frey 2014), the kind of longitudinal data necessary for examining such issues is rarely available to researchers.…”

Section: Effects Of Individual Electronic Monitoring Over Timementioning

confidence: 99%

Motivating Process Compliance Through Individual Electronic Monitoring: An Empirical Examination of Hand Hygiene in Healthcare

et al. 2017

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The design and use of standard processes are foundational recommendations in many operations practices. Yet, given the demonstrated performance benefits of standardized processes, it is surprising that they are often not followed consistently. One way to ensure greater compliance is by electronically monitoring the activities of individuals, although such aggressive monitoring poses the risk of inducing backlash. In the setting of hand hygiene in healthcare, a context where compliance with standard processes is frequently less than 50% and where this lack of compliance can result in negative consequences, we investigated the effectiveness of electronic monitoring. We did so using a unique, radio frequency identification (RFID)-based system deployed in 71 hospital units. We found that electronically monitoring individual compliance resulted in a large, positive increase in compliance. We also found that there was substantial variability in the effect across units and that units with higher levels of preactivation compliance experienced increased benefits from monitoring relative to units with lower levels of prepreactivation compliance. By observing compliance rates over three and a half years, we investigated the persistent effects of individual monitoring and found that compliance rates initially increased before they gradually declined. Additionally, in multiple units, individual monitoring was discontinued, allowing for an investigation of the impact of removing the intervention on compliance. Surprisingly, we found that, after removal, compliance rates declined to below prepreactivation levels. Our findings suggest that, although individual electronic monitoring can dramatically improve process compliance, it requires sustained managerial commitment. AcknowledgmentsWe are grateful to many individuals at Proventix, including David Sellers, Harvey Nix, and Elizabeth Pembleton, whose assistance made this project possible. We thank Christian Terwiesch for his helpful comments as we developed the manuscript. We acknowledge the developmental assistance of the DE, AE, and reviewers in improving this paper throughout the review process. Research reported in this publication was supported by the National Institute on Aging of the National Institutes of Health under Award Number P30AG034532. The content is solely the responsibility of the authors and does not necessarily represent the official views of the National Institutes of Health. Any errors are the responsibility of the authors. COMPLIANCE AND MONITORING 1 AbstractThe design and use of standard processes are foundational recommendations in many operations practices. Yet, given the demonstrated performance benefits of standardized processes, it is surprising that they are often not followed consistently. One way to ensure greater compliance is by electronically monitoring the activities of individuals, although such aggressive monitoring poses the risk of inducing backlash. In the setting of hand hygiene in healthcare -a context where compliance with st...

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“…Not only is this, to the best of my knowledge, the first experiment to explore how persistent the effects of praise are over longer periods of time, but it also investigates whether the intervention loses bite once agents get used to the award system. Rogers and Frey (2016) argue that individuals may become desensitized to repeated exposure to a given stimuli. However, in certain instances, repeated interventions can have an effect on behavior.…”

Section: Predictionsmentioning

confidence: 99%

Learning from Praise: Evidence from a Field Experiment with Teachers

Cotofan

2019

SSRN Journal

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Non-monetary incentives such as praise are common-place, but their effects on workers performing cognitively-complex tasks remain largely unknown. I expand the teacher incentive literature through a field experiment measuring how repeated public praise for the best teachers impacts teacher performance. Testing different mechanisms, I argue that public praise sends a comparative message, with teachers being motivated when praised and becoming discouraged when not praised. In treated schools, teachers who are unexpectedly praised perform better and teachers who are not perform worse. The positive effect of unexpected praise is persistent and reflects real student learning. The negative effect disappears over time.

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Changing Behavior Beyond the Here and Now

Cited by 35 publications

References 78 publications

Employee Recognition and Performance: A Field Experiment

Employee Recognition and Performance: A Field Experiment

Motivating Process Compliance Through Individual Electronic Monitoring: An Empirical Examination of Hand Hygiene in Healthcare

Learning from Praise: Evidence from a Field Experiment with Teachers

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