Incentives and cooperation: the joint effects of task and reward interdependence on group performance

Incentives and cooperation: the joint effects of task and reward interdependence on group... We examine the joint effects of task interdependence and reward interdependence on group behavior and performance. We develop a model that predicts that task and reward interdependence will interact to increase performance, and present results of a laboratory experiment that confirms our prediction. We explore the efficacy of group reward systems for different task designs, and the relationship between cooperation and performance. We confirm earlier results on the weakness of the free‐rider effect in small face‐to‐face groups. We also find, surprisingly, that while reward interdependence is important to performance, task interdependence, but not reward interdependence, drives observed cooperative behavior. This last result suggests caution in interpreting the efficacy of changes in the design of work. Such changes, if unaccompanied by changes in the design of the reward system, are likely to appear successful in terms of observed cooperation, but may not enhance performance. © 1997 by John Wiley & Sons, Ltd. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Organizational Behavior Wiley

Incentives and cooperation: the joint effects of task and reward interdependence on group performance

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Publisher
Wiley
Copyright
Copyright © 1997 John Wiley & Sons, Ltd.
ISSN
0894-3796
eISSN
1099-1379
DOI
10.1002/(SICI)1099-1379(199703)18:2<139::AID-JOB791>3.0.CO;2-R
Publisher site
See Article on Publisher Site

Abstract

We examine the joint effects of task interdependence and reward interdependence on group behavior and performance. We develop a model that predicts that task and reward interdependence will interact to increase performance, and present results of a laboratory experiment that confirms our prediction. We explore the efficacy of group reward systems for different task designs, and the relationship between cooperation and performance. We confirm earlier results on the weakness of the free‐rider effect in small face‐to‐face groups. We also find, surprisingly, that while reward interdependence is important to performance, task interdependence, but not reward interdependence, drives observed cooperative behavior. This last result suggests caution in interpreting the efficacy of changes in the design of work. Such changes, if unaccompanied by changes in the design of the reward system, are likely to appear successful in terms of observed cooperation, but may not enhance performance. © 1997 by John Wiley & Sons, Ltd.

Journal

Journal of Organizational BehaviorWiley

Published: Mar 1, 1997

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