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Recognizing the Best: The Productive and Counterproductive Effects of Relative Performance Recognition
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| Zeitschriftentitel: | Contemporary Accounting Research |
|---|---|
| Personen und Körperschaften: | |
| In: | Contemporary Accounting Research, 34, 2017, 2, S. 966-990 |
| Format: | E-Article |
| Sprache: | Englisch |
| veröffentlicht: |
Wiley
|
| Schlagwörter: |
| author_facet |
Wang, Laura W. Wang, Laura W. |
|---|---|
| author |
Wang, Laura W. |
| spellingShingle |
Wang, Laura W. Contemporary Accounting Research Recognizing the Best: The Productive and Counterproductive Effects of Relative Performance Recognition Economics and Econometrics Finance Accounting |
| author_sort |
wang, laura w. |
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Wang, Laura W. 0823-9150 1911-3846 Wiley Economics and Econometrics Finance Accounting http://dx.doi.org/10.1111/1911-3846.12292 <jats:title>Abstract</jats:title><jats:p>I use a laboratory experiment to examine the productive and counterproductive effects of providing employees nonpecuniary recognition based on measures of relative performance. I find that, on average, recognition programs increase both productive efforts (those intended to increase one's own performance) and counterproductive efforts (those intended to decrease peer performance) in a setting where it is salient to employees that they can exert both productive <jats:italic>and</jats:italic> counterproductive efforts. Interestingly, I also find that these effects are moderated by the Dark Triad of personalities, a group of three personality traits. My study reveals that recognition programs mainly lead individuals who score lower on the Dark Triad to increase counterproductive efforts and those who score higher on the Dark Triad to increase productive efforts. These results contribute to the literature on relative performance information by demonstrating that recognition programs can have both productive and counterproductive effects. However, whether these programs produce mainly a productive or counterproductive effect depends on important personality characteristics of the employees.</jats:p> Recognizing the Best: The Productive and Counterproductive Effects of Relative Performance Recognition Contemporary Accounting Research |
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| title |
Recognizing the Best: The Productive and Counterproductive Effects of Relative Performance Recognition |
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Recognizing the Best: The Productive and Counterproductive Effects of Relative Performance Recognition |
| title_full |
Recognizing the Best: The Productive and Counterproductive Effects of Relative Performance Recognition |
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Recognizing the Best: The Productive and Counterproductive Effects of Relative Performance Recognition |
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Recognizing the Best: The Productive and Counterproductive Effects of Relative Performance Recognition |
| title_short |
Recognizing the Best: The Productive and Counterproductive Effects of Relative Performance Recognition |
| title_sort |
recognizing the best: the productive and counterproductive effects of relative performance recognition |
| topic |
Economics and Econometrics Finance Accounting |
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http://dx.doi.org/10.1111/1911-3846.12292 |
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2017 |
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966-990 |
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<jats:title>Abstract</jats:title><jats:p>I use a laboratory experiment to examine the productive and counterproductive effects of providing employees nonpecuniary recognition based on measures of relative performance. I find that, on average, recognition programs increase both productive efforts (those intended to increase one's own performance) and counterproductive efforts (those intended to decrease peer performance) in a setting where it is salient to employees that they can exert both productive <jats:italic>and</jats:italic> counterproductive efforts. Interestingly, I also find that these effects are moderated by the Dark Triad of personalities, a group of three personality traits. My study reveals that recognition programs mainly lead individuals who score lower on the Dark Triad to increase counterproductive efforts and those who score higher on the Dark Triad to increase productive efforts. These results contribute to the literature on relative performance information by demonstrating that recognition programs can have both productive and counterproductive effects. However, whether these programs produce mainly a productive or counterproductive effect depends on important personality characteristics of the employees.</jats:p> |
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| description | <jats:title>Abstract</jats:title><jats:p>I use a laboratory experiment to examine the productive and counterproductive effects of providing employees nonpecuniary recognition based on measures of relative performance. I find that, on average, recognition programs increase both productive efforts (those intended to increase one's own performance) and counterproductive efforts (those intended to decrease peer performance) in a setting where it is salient to employees that they can exert both productive <jats:italic>and</jats:italic> counterproductive efforts. Interestingly, I also find that these effects are moderated by the Dark Triad of personalities, a group of three personality traits. My study reveals that recognition programs mainly lead individuals who score lower on the Dark Triad to increase counterproductive efforts and those who score higher on the Dark Triad to increase productive efforts. These results contribute to the literature on relative performance information by demonstrating that recognition programs can have both productive and counterproductive effects. However, whether these programs produce mainly a productive or counterproductive effect depends on important personality characteristics of the employees.</jats:p> |
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| spelling | Wang, Laura W. 0823-9150 1911-3846 Wiley Economics and Econometrics Finance Accounting http://dx.doi.org/10.1111/1911-3846.12292 <jats:title>Abstract</jats:title><jats:p>I use a laboratory experiment to examine the productive and counterproductive effects of providing employees nonpecuniary recognition based on measures of relative performance. I find that, on average, recognition programs increase both productive efforts (those intended to increase one's own performance) and counterproductive efforts (those intended to decrease peer performance) in a setting where it is salient to employees that they can exert both productive <jats:italic>and</jats:italic> counterproductive efforts. Interestingly, I also find that these effects are moderated by the Dark Triad of personalities, a group of three personality traits. My study reveals that recognition programs mainly lead individuals who score lower on the Dark Triad to increase counterproductive efforts and those who score higher on the Dark Triad to increase productive efforts. These results contribute to the literature on relative performance information by demonstrating that recognition programs can have both productive and counterproductive effects. However, whether these programs produce mainly a productive or counterproductive effect depends on important personality characteristics of the employees.</jats:p> Recognizing the Best: The Productive and Counterproductive Effects of Relative Performance Recognition Contemporary Accounting Research |
| spellingShingle | Wang, Laura W., Contemporary Accounting Research, Recognizing the Best: The Productive and Counterproductive Effects of Relative Performance Recognition, Economics and Econometrics, Finance, Accounting |
| title | Recognizing the Best: The Productive and Counterproductive Effects of Relative Performance Recognition |
| title_full | Recognizing the Best: The Productive and Counterproductive Effects of Relative Performance Recognition |
| title_fullStr | Recognizing the Best: The Productive and Counterproductive Effects of Relative Performance Recognition |
| title_full_unstemmed | Recognizing the Best: The Productive and Counterproductive Effects of Relative Performance Recognition |
| title_short | Recognizing the Best: The Productive and Counterproductive Effects of Relative Performance Recognition |
| title_sort | recognizing the best: the productive and counterproductive effects of relative performance recognition |
| title_unstemmed | Recognizing the Best: The Productive and Counterproductive Effects of Relative Performance Recognition |
| topic | Economics and Econometrics, Finance, Accounting |
| url | http://dx.doi.org/10.1111/1911-3846.12292 |