Suchergebnisse

We conduct a field experiment on 427 Israeli soldiers who each rolled a six-sided die in private and reported the outcome. For every point reported, the soldier received an additional half-hour early release from the army base on Thursday afternoon. We find that the higher a soldier's military entrance score, the more honest he is on average. We replicate this finding on a sample of 156 civilians paid in cash for their die reports. Furthermore, the civilian experiments reveal that two measures of cognitive ability predict honesty, whereas general self-report honesty questions and a consistency check among them are of no value. We provide a rationale for the relationship between cognitive ability and honesty and discuss its generalizability.

We report the results of a field experiment on honesty conducted on 427 Israeli soldiers fulfilling their mandatory military service. Each soldier rolled a six-sided die in private and reported the outcome to the unit's cadet coordinator. For every point reported, the soldier received an additional half hour early release from the army base on Thursday afternoon. We find that the higher a soldier's military entrance score, the more honest he is on average. Moreover, to the extent that honesty is a valued trait, regression discontinuity analysis reveals that the Israeli military has optimally set the threshold score to qualify to be an officer. Our results bear important implications for the design of screening tests that evaluate employee honesty.

We show that temporally distancing the decision task from the payment of the reward increases honest behavior. Each of 427 Israeli soldiers fulfilling their mandatory military service rolled a six-sided die in private and reported the outcome to the unit's cadet coordinator. For every point reported, the soldier received an additional half-hour early release from the army base on Thursday afternoon. Soldiers who participated on Sunday (the first work day of the week) are significantly more honest than those who participated later in the week. We derive practical implications for eliciting honesty.

Abstract
Many theories of development traps rely on coordination failures. In this paper we develop a theory of incentive traps in organizations, which demonstrates how the provision of incentives may itself become reinforcing for the emergence of traps. Our theory marks the dynamic interplay between incentives and performance in teams where peer-effects are present, the returns to which accrue far beyond the career horizon of current cohort of agents, while taking into account both intergenerational learning dynamics and the existence of markets for talent. The theory may help explain why high-quality research is rewarded less in those institutions where it is mostly scarce, why relative wages of professors in some developing countries are significantly lower than in developed economies, or why governments expenditure on education as percent of GDP is substantially lower in LDCs as compared to developed economies.