Killing Conscience: The Unintended Behavioral Consequences of 'Pay For Performance'
Lynn A. Stout
Cornell Law School - Jack G. Clarke Business Law Institute
March 10, 2014
(Forthcoming) Journal of Corporation Law, Vol. 39, Issue 1
Cornell Legal Studies Research Paper No. 14-06
Contemporary lawmakers and reformers often argue that ex ante incentive contracts providing for large material rewards are the best and possibly only way to motivate corporate executives and other employees to serve their firms’ interests. This Article offers a specific critique of the “pay for performance” approach. In particular, it explores why, for a variety of mutually-reinforcing reasons, workplaces that rely on ex ante incentive contracts suppress unselfish prosocial behavior (conscience) and promote selfishness and opportunism. The end result may be not more efficient employee behavior, but more uncooperative, unethical, and illegal employee behavior.
Number of Pages in PDF File: 42
Keywords: incentive contracts, compensation, performance, ethics, prosocial behavior, corporate executivesAccepted Paper Series
Date posted: March 12, 2014
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