First-Place Loving and Last-Place Loathing: How Rank in the Distribution of Performance Affects Effort Provision

Rank-order relative-performance evaluation, in which pay, promotion, symbolic awards, and educational achievement depend on the rank of individuals in the distribution of performance, is ubiquitous. Whenever organizations use rank-order relative-performance evaluation, people receive feedback about...

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Published in	Management science Vol. 65; no. 2; pp. 494 - 507
Main Authors	Gill, David, Kissová, Zdenka, Lee, Jaesun, Prowse, Victoria
Format	Journal Article
Language	English
Published	Linthicum INFORMS 01.02.2019 Institute for Operations Research and the Management Sciences
Subjects	Academic achievement Analysis Awards & honors dynamic effort provision Educational administration Educational attainment Employee incentives Employee performance Feedback fixed wage flat wage Incentives Leverage Organizational structure Performance appraisal private feedback public feedback rank order feedback Ranking and selection (Statistics) real-effort experiment relative performance evaluation relative performance feedback self-esteem social esteem status seeking taste for rank Workplaces United States
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ISSN	0025-1909 1526-5501
DOI	10.1287/mnsc.2017.2907

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Abstract	Rank-order relative-performance evaluation, in which pay, promotion, symbolic awards, and educational achievement depend on the rank of individuals in the distribution of performance, is ubiquitous. Whenever organizations use rank-order relative-performance evaluation, people receive feedback about their rank. Using a real-effort experiment, we aim to discover whether people respond to the specific rank that they achieve. In particular, we leverage random variation in the allocation of rank among subjects who exerted the same effort to obtain a causal estimate of the rank response function that describes how effort provision responds to the content of rank-order feedback. We find that the rank response function is U-shaped. Subjects exhibit “first-place loving” and “last-place loathing”: that is, subjects work hardest after being ranked first or last. We discuss implications of our findings for the optimal design of performance feedback policies, workplace organizational structures, and incentives schemes. Data and the supplementary web appendix are available at https://doi.org/10.1287/mnsc.2017.2907 . This paper was accepted by Uri Gneezy, behavioral economics.
AbstractList	Rank-order relative-performance evaluation, in which pay, promotion, symbolic awards, and educational achievement depend on the rank of individuals in the distribution of performance, is ubiquitous. Whenever organizations use rank-order relative-performance evaluation, people receive feedback about their rank. Using a real-effort experiment, we aim to discover whether people respond to the specific rank that they achieve. In particular, we leverage random variation in the allocation of rank among subjects who exerted the same effort to obtain a causal estimate of the rank response function that describes how effort provision responds to the content of rank-order feedback. We find that the rank response function is U-shaped. Subjects exhibit "first-place loving" and "last-place loathing": that is, subjects work hardest after being ranked first or last. We discuss implications of our findings for the optimal design of performance feedback policies, workplace organizational structures, and incentives schemes. Rank-order relative-performance evaluation, in which pay, promotion, symbolic awards, and educational achievement depend on the rank of individuals in the distribution of performance, is ubiquitous. Whenever organizations use rank-order relative-performance evaluation, people receive feedback about their rank. Using a real-effort experiment, we aim to discover whether people respond to the specific rank that they achieve. In particular, we leverage random variation in the allocation of rank among subjects who exerted the same effort to obtain a causal estimate of the rank response function that describes how effort provision responds to the content of rank-order feedback. We find that the rank response function is U-shaped. Subjects exhibit “first-place loving” and “last-place loathing”: that is, subjects work hardest after being ranked first or last. We discuss implications of our findings for the optimal design of performance feedback policies, workplace organizational structures, and incentives schemes. Data and the supplementary web appendix are available at https://doi.org/10.1287/mnsc.2017.2907 . This paper was accepted by Uri Gneezy, behavioral economics. Rank-order relative-performance evaluation, in which pay, promotion, symbolic awards, and educational achievement depend on the rank of individuals in the distribution of performance, is ubiquitous. Whenever organizations use rank-order relative-performance evaluation, people receive feedback about their rank. Using a real-effort experiment, we aim to discover whether people respond to the specific rank that they achieve. In particular, we leverage random variation in the allocation of rank among subjects who exerted the same effort to obtain a causal estimate of the rank response function that describes how effort provision responds to the content of rank-order feedback. We find that the rank response function is U-shaped. Subjects exhibit “first-place loving” and “last-place loathing”: that is, subjects work hardest after being ranked first or last. We discuss implications of our findings for the optimal design of performance feedback policies, workplace organizational structures, and incentives schemes. Data and the supplementary web appendix are available at https://doi.org/10.1287/mnsc.2017.2907 . This paper was accepted by Uri Gneezy, behavioral economics.
Audience	Trade Academic
Author	Lee, Jaesun Gill, David Prowse, Victoria Kissová, Zdenka
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SubjectTerms	Academic achievement Analysis Awards & honors dynamic effort provision Educational administration Educational attainment Employee incentives Employee performance Feedback fixed wage flat wage Incentives Leverage Organizational structure Performance appraisal private feedback public feedback rank order feedback Ranking and selection (Statistics) real-effort experiment relative performance evaluation relative performance feedback self-esteem social esteem status seeking taste for rank Workplaces
Title	First-Place Loving and Last-Place Loathing: How Rank in the Distribution of Performance Affects Effort Provision
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