Abstract
Individuals tend to free-ride in teams, thus providing inefficiently low effort. We implement a system of confidential peer review in a randomly selected set of teams, whereby teammates complete an online survey to review the effort of their peers. These reviews are not linked to any rewards or sanctions, thus making them nonbinding. We find that nonbinding peer reviews increase effort and team productivity and do not decrease worker morale. The effects are stronger for low-ability individuals in low-ability teams, where the traditional forces of peer effects may be absent.
- Received July 2017.
- Accepted November 2018.
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- Abstract
- I. Introduction
- II. Experimental Design
- III. Estimating Equation
- IV. Randomization and Balance of Observable Characteristics
- V. Results
- VI. Conclusions
- Appendix 1 Detailed Results for All Control Variables (Individual, Team, and Classroom) Used in Table 4
- Appendix 2 Replication in a Second University
- Footnotes
- References
- Figures & Data
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