Economic models of incentives in employment relationships are based on a specific theory of motivation: employees are "rational cheaters," who anticipate the consequences of their actions and shirk when the marginal benefits exceed costs. We investigate the "rational cheater model" by observing how experimentally induced variation in monitoring of telephone call center employees influences opportunism. A significant fraction of employees behave as the "rational cheater model" predicts. A substantial proportion of employees, however, do not respond to manipulations in the monitoring rate. This heterogeneity is related to variation in employee assessments of their general treatment by the employer. (JEL D2, J2, L2, L8, M12)
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Volume (Year): 92 (2002) Issue (Month): 4 (September) Pages: 850-873 Download reference. The following formats are available: HTML
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Martin Gaynor & James B. Rebitzer & Lowell J. Taylor, 2001.
"Incentives in HMOs,"
NBER Working Papers
8522, National Bureau of Economic Research, Inc.
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Martin Gaynor & James B. Rebitzer & Lowell J. Taylor, 2001.
"Incentives In HMOs,"
Macroeconomics
0111001, EconWPA.
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Martin Gaynor & James Rebitzer & Lowell Taylor, .
"Incentives in HMOs,"
GSIA Working Papers
2003-E21, Carnegie Mellon University, Tepper School of Business.
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