Incentives and management accounting: field experiments in firms.

This study investigates the impact of impending termination on employee behavior, using comprehensive data from 3,340 employees of a retail chain. Employees who were dismissed exhibit a sharp increase in absenteeism around the time they were given notice. In contrast, employees who resigned show only a moderate increase in absenteeism toward the end of their employment relationship, which is, however, not particularly pronounced around the time they gave notice. The conclusion of a mutual termination agreement between the employer and the employee even tends to be followed by a decrease in absenteeism.

The assignment of individuals with different observable characteristics to different treatments is a central question in designing optimal policies. We study this question in the context of increasing workers' performance via targeted incentives using machine learning algorithms with worker demographics, personality traits, and preferences as input. Running two large-scale experiments, we show that (i) performance can be predicted by accurately measured worker characteristics, (ii) a machine learning algorithm can detect heterogeneity in responses to different schemes, (iii) a targeted assignment of schemes to individuals increases performance significantly above the level of the single best scheme, and (iv) algorithmic assignment is more effective for workers who have a high likelihood to repeatedly interact with the employer or who provide more consistent survey answers.

This field experiment investigates how different levels of aggregation in relative performance information (RPI) impact employee performance in environments with multiple tasks. We randomly assign store employees of a retail chain to three groups: RPI on overall performance (control group), RPI on separate tasks, and RPI on both overall performance and separate tasks. We do not find evidence that providing separate task RPI instead of overall RPI affects performance or effort allocation. However, providing RPI on both overall performance and separate tasks seems to reduce performance, especially in the low-return task. This suggests that detailed RPI directs employees' attention to the smaller benefits of low-return tasks. We further find that only 30.5% of the employees accessed their performance reports, highlighting a distinction between providing RPI in the field and the laboratory. This study is based on a registered report accepted by the Journal of Accounting Research.

Monetary incentives are widely used to align employees' actions with the objectives of employers. We conduct a field experiment in a retail chain to evaluate whether an attendance bonus reduces employee absenteeism. The RCT assigned 346 apprentices for one year to either a monetary attendance bonus, a time-off bonus or a control group. We find that neither form of the bonus reduced absenteeism, but the monetary bonus increased absence by around 45%. This backfiring effect is persistent and driven by the most recently hired apprentices. Survey results reveal that the bonus shifted the perception of absenteeism as acceptable behavior.

We study the profit effects and interplay of two core accounting practices in a field experiment in a large retail chain. In a 2 × 2 factorial design, we vary (1) whether store managers obtain decision-facilitating information on a profit metric and (2) whether they receive performance pay based on the same metric. We find that both practices increase profits significantly. In contrast to reasoning based on standard economic theory, we do not find complementarity between both interventions. Rather, we detect evidence in line with an attention-directing role of both practices: the introduction of each raises attention to the underlying objective, which induces a countervailing substitution effect.