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Motivating Agents: How Much Does the Mission Matter?

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  • Jeffrey Carpenter
  • Erick Gong

Abstract

Economic theory predicts that agents work harder if they believe in the mission of the organization. We conduct a real-effort experiment with workers whose mission preferences are known, randomly assigning them to organizations with clear missions to create both matches and mismatches. Our estimates suggest that matching is a strong motivator, especially compared to mismatches. Further, we find that performance pay increases effort, though mostly among mismatched workers who substitute pay for matching. Our results suggest the importance of defining a clear mission to an organization and highlight the significance of sorting, screening, and compensation policies.

Suggested Citation

  • Jeffrey Carpenter & Erick Gong, 2016. "Motivating Agents: How Much Does the Mission Matter?," Journal of Labor Economics, University of Chicago Press, vol. 34(1), pages 211-236.
    • Handle: RePEc:ucp:jlabec:doi:10.1086/682345
    DOI: 10.1086/682345
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    More about this item

    JEL classification:

    • C91 - Mathematical and Quantitative Methods - - Design of Experiments - - - Laboratory, Individual Behavior
    • J22 - Labor and Demographic Economics - - Demand and Supply of Labor - - - Time Allocation and Labor Supply
    • J33 - Labor and Demographic Economics - - Wages, Compensation, and Labor Costs - - - Compensation Packages; Payment Methods
    • M52 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics - - - Compensation and Compensation Methods and Their Effects

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