In Simple Words
Imagine a coin-operated arcade game where small flashing lights remind players to press a bonus button at key moments. Even if the button was always there, the visual cues prompt players to claim extra points they previously ignored.
Loan officers in Colombian bank branches
- Usual bank practice
- Comparison group
- Madrugador program
- About 25% to 30% more monthly pay
During the program, monthly compensation excluding its small prizes rose relative to control trends. The range reflects different statistical specifications; p below 0.01.
See source →Research question
When incentive structures rely solely on end-of-month bonus calculations, time-inconsistent employees frequently fail to optimize their effort timing, resulting in missed commission thresholds and forfeited earnings.
Participants
N = 388 loan officers (mean age 29.4 years, 47% female, average 15 years education) across 61 bank branches in Colombia; individual compensation panel data from June 2008 to April 2009 (N = 4,716 person-month observations).
Study Design
OLS fixed-effects panel regression estimating treatment impact on total monthly salary plus commission bonus, controlling for worker demographics and branch fixed effects.
Results
Total worker compensation increased by 25% to 30% (COP 334,133 to COP 421,469 / USD $152–$191 per month, p < 0.01; bonus increase coef = 203,042 to 228,628 COP, p < 0.01) despite weekly prizes representing only 2% of salary (COP 30,000 / USD $15 gift certificates).
Takeaway
Combine existing financial bonus structures with low-cost weekly symbolic awards and high-frequency progress feedback to increase worker task execution and commission capture.