Motivating Bureaucrats through Social Recognition : Evidence from Simultaneous Field Experiments

Bureaucratic performance is a crucial determinant of economic growth. Little is known about how to improve it in resource-constrained settings. This study describes a field trial of a social recognition intervention to improve record keeping in cli...

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Main Authors:	Gauri, Varun, Jamison, Julian C., Mazar, Nina, Ozier, Owen, Raha, Shomikho, Saleh, Karima
Format:	Working Paper
Language:	English
Published:	World Bank, Washington, DC 2018
Subjects:	EXTERNAL VALIDATION BUREAUCRACY SOCIAL RECOGNITION BEHAVIORAL ECONOMICS BEHAVIORAL INSIGHTS HEALTHCARE UNEVEN TREATMENT BEHAVIORAL INTERVENTION
Online Access:	http://documents.worldbank.org/curated/en/967621528915025906/Motivating-bureaucrats-through-social-recognition-evidence-from-simultaneous-field-experiments http://hdl.handle.net/10986/29902

id	okr-10986-29902
recordtype	oai_dc
spelling	okr-10986-299022021-06-08T14:42:46Z Motivating Bureaucrats through Social Recognition : Evidence from Simultaneous Field Experiments Gauri, Varun Jamison, Julian C. Mazar, Nina Ozier, Owen Raha, Shomikho Saleh, Karima EXTERNAL VALIDATION BUREAUCRACY SOCIAL RECOGNITION BEHAVIORAL ECONOMICS BEHAVIORAL INSIGHTS HEALTHCARE UNEVEN TREATMENT BEHAVIORAL INTERVENTION Bureaucratic performance is a crucial determinant of economic growth. Little is known about how to improve it in resource-constrained settings. This study describes a field trial of a social recognition intervention to improve record keeping in clinics in two Nigerian states, replicating the intervention -- implemented by a single organization -- on bureaucrats performing identical tasks in both states. Social recognition improved performance in one state but had no effect in the other, highlighting both the potential and the limitations of behavioral interventions. Differences in observables did not explain cross-state differences in impacts, however, illustrating the limitations of observable-based approaches to external validity. 2018-06-19T15:49:27Z 2018-06-19T15:49:27Z 2018-06 Working Paper http://documents.worldbank.org/curated/en/967621528915025906/Motivating-bureaucrats-through-social-recognition-evidence-from-simultaneous-field-experiments http://hdl.handle.net/10986/29902 English Policy Research Working Paper;No. 8473 CC BY 3.0 IGO http://creativecommons.org/licenses/by/3.0/igo World Bank World Bank, Washington, DC Publications & Research Publications & Research :: Policy Research Working Paper Africa Nigeria
repository_type	Digital Repository
institution_category	Foreign Institution
institution	Digital Repositories
building	World Bank Open Knowledge Repository
collection	World Bank
language	English
topic	EXTERNAL VALIDATION BUREAUCRACY SOCIAL RECOGNITION BEHAVIORAL ECONOMICS BEHAVIORAL INSIGHTS HEALTHCARE UNEVEN TREATMENT BEHAVIORAL INTERVENTION
spellingShingle	EXTERNAL VALIDATION BUREAUCRACY SOCIAL RECOGNITION BEHAVIORAL ECONOMICS BEHAVIORAL INSIGHTS HEALTHCARE UNEVEN TREATMENT BEHAVIORAL INTERVENTION Gauri, Varun Jamison, Julian C. Mazar, Nina Ozier, Owen Raha, Shomikho Saleh, Karima Motivating Bureaucrats through Social Recognition : Evidence from Simultaneous Field Experiments
geographic_facet	Africa Nigeria
relation	Policy Research Working Paper;No. 8473
description	Bureaucratic performance is a crucial determinant of economic growth. Little is known about how to improve it in resource-constrained settings. This study describes a field trial of a social recognition intervention to improve record keeping in clinics in two Nigerian states, replicating the intervention -- implemented by a single organization -- on bureaucrats performing identical tasks in both states. Social recognition improved performance in one state but had no effect in the other, highlighting both the potential and the limitations of behavioral interventions. Differences in observables did not explain cross-state differences in impacts, however, illustrating the limitations of observable-based approaches to external validity.
format	Working Paper
author	Gauri, Varun Jamison, Julian C. Mazar, Nina Ozier, Owen Raha, Shomikho Saleh, Karima
author_facet	Gauri, Varun Jamison, Julian C. Mazar, Nina Ozier, Owen Raha, Shomikho Saleh, Karima
author_sort	Gauri, Varun
title	Motivating Bureaucrats through Social Recognition : Evidence from Simultaneous Field Experiments
title_short	Motivating Bureaucrats through Social Recognition : Evidence from Simultaneous Field Experiments
title_full	Motivating Bureaucrats through Social Recognition : Evidence from Simultaneous Field Experiments
title_fullStr	Motivating Bureaucrats through Social Recognition : Evidence from Simultaneous Field Experiments
title_full_unstemmed	Motivating Bureaucrats through Social Recognition : Evidence from Simultaneous Field Experiments
title_sort	motivating bureaucrats through social recognition : evidence from simultaneous field experiments
publisher	World Bank, Washington, DC
publishDate	2018
url	http://documents.worldbank.org/curated/en/967621528915025906/Motivating-bureaucrats-through-social-recognition-evidence-from-simultaneous-field-experiments http://hdl.handle.net/10986/29902
_version_	1764470672517496832

Motivating Bureaucrats through Social Recognition : Evidence from Simultaneous Field Experiments

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