What field experiments have and have not taught us about managing workers
回顾了关于企业与员工关系的现场实验证据，发现财务激励能提高产出，但员工对雇主慷慨的互惠反应证据不一；非财务手段如认可和赋予任务意义也能提升产出；社会关系对激励设计有重要影响，但许多重要主题如招聘、晋升和培训尚未被现场实验充分研究。
This paper reviews the field experimental evidence on firm–employee relationships. There is strong evidence that output rises in response to financial incentives, but more mixed support for worker reciprocity in response to employer generosity. Non-financial approaches, such as worker recognition or adding ‘meaning’ to mundane tasks, can also increase output. Social relations are central to how firms function and have been shown to have an important impact on the design of incentive schemes. What we do not know, however, far exceeds that which we have learned. A broad swathe of important topics, including recruiting, worker promotion, and training, are virtually untouched thus far by field experiments.