Incentives and managerial experience in multi-task teams

Incentives and managerial experience in multi-task teams
Document type
Working Paper
Author(s)
Griffiths, Rachel; Neely, Andy
Publisher
AIM Research
Date of publication
1 August 2008
Series
AIM Working Papers
Subject(s)
Management & leadership: including strategy, public sector management, operations and production, People management: all aspects of managing people
Collection
Business and management
Material type
Reports

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This paper exploits a quasi-experimental setting to estimate the impact that a multi-dimensional group incentive scheme had on branch performance in a large distribution firm. The scheme, which is based on the Balanced Scorecard, was implemented in all branches in one division, but not in another. Branches from the second division are used as a control group. Our results suggest that the Balanced Scorecard approach had some impact, but that it varied with branch characteristics, and in particular, branches with more experienced managers were better able to respond to the new incentives.

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