25 Jahre IWH

Juniorprofessorin Dr. Sabrina Jeworrek

Juniorprofessorin Dr. Sabrina Jeworrek
Aktuelle Position

seit 7/17

Leiterin der Forschungsgruppe Verhalten in Organisationen und Unternehmenserfolg

Leibniz-Institut für Wirtschaftsforschung Halle (IWH)

seit 10/16

Juniorprofessorin für angewandte Mikroökonometrie

Otto-von-Guericke-Universität Magdeburg


  • Verhaltens- und Experimentalökonomik
  • empirische Personal- und Arbeitsmarktökonomik
  • nicht-monetäre Anreizsysteme und Mitarbeitermotivation

Sabrina Jeworrek ist seit Oktober 2016 Juniorprofessorin für angewandte Mikroökonometrie an der Otto-von-Guericke-Universität Magdeburg sowie in der Abteilung Strukturwandel und Produktivität am Leibniz-Institut für Wirtschaftsforschung Halle (IWH) tätig.

Von 2007 bis 2012 studierte sie Volkswirtschaftslehre an der Philipps-Universität Marburg. Anschließend arbeitete sie als wissenschaftliche Mitarbeiterin am Institut für Arbeitsrecht und Arbeitsbeziehungen in der Europäischen Union (IAAEU) der Universität Trier. Im August 2016 verteidigte sie erfolgreich ihre Doktorarbeit zum Thema „The Behavioral Impact of Non-Monetary Workplace Characteristics: Laboratory and Field Experimental Evidence“.

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Juniorprofessorin Dr. Sabrina Jeworrek
Juniorprofessorin Dr. Sabrina Jeworrek
Mitglied - Abteilung Strukturwandel und Produktivität
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When the Meaning of Work Has Disappeared: Experimental Evidence on Employees’ Performance and Emotions

Adrian Chadi Sabrina Jeworrek Vanessa Mertins

in: Management Science , Nr. 6, 2017


This experiment tests for a causal relationship between the meaning of work and employees’ motivation to perform well. The study builds on an existing employer–employee relationship, adding realism to the ongoing research of task meaning. Owing to an unexpected project cancelation, we are able to study how varying the information provided about the meaning of previously conducted work — without the use of deception, but still maintaining a high level of control — affects subsequent performance. We observe a strong decline in exerted effort when we inform workers about the meaninglessness of a job already done. Our data also suggests that providing a supplemental alternative meaning perfectly compensates for this negative performance effect. Individual characteristics such as reciprocal inclinations and trust prompt different reactions. The data also show that the meaning of work affects workers’ emotions, but we cannot establish a clear relationship between emotional responses and performance.

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The Behavioral Impact of Non-Monetary Workplace Characteristics

Sabrina Jeworrek

in: Schriftenreihe innovative betriebswirt­schaftliche Forschung und Praxis , Nr. 465, 2016


This book investigates the impact of non-monetary workplace characteristics ― i.e. employee voice, task characteristics, and the provision of information ― on workers’ individual decision making and workplace performance. Given the neoclassical assumption of purely self-interested and completely rational utility maximizing individuals, workplace characteristics should be of little interest as long as they are not directly related to payment issues, so that a worker’s utility maximizing effort choice given a fixed wage level remains unaffected. Recent empirical findings, however, suggest that the use of non-monetary incentives might even be the better option to increase work performance. Three out of the four experimental studies covered by this book extend the previous research by providing more reliable insights into field behavior than conventional laboratory experiments. Given e.g. the right to self-determine one’s wage, almost all participants in the laboratory opt for the highest possible wage. Within the context of an inventory taking with 140 assistants, we conducted a natural field experiment and show that most workers ask for rather moderate wages with women being particularly conservative in their demands. Notwithstanding, wage delegation causes workers’ performance to rise and, hence, stresses the relevance of voice at the workplace. Furthermore, we provide evidence that workers also care for the content and the meaningfulness of their tasks. Uselessly exerted effort, for instance, reduces work performance as regards a completely unrelated task in the future. Taken together, the field experimental evidence presented in this book indicates that if employees find a workplace which matches their preferences, it is quite likely to be a beneficial situation not only for the employee but also for the employer. Overall good working conditions can even help workers overlook unequal treatments within the workforce, at least in the short-run and as long as there is a plausible reason for it. An additional laboratory experiment, however, suggests that additional information, e.g. about potential coworkers, might be necessary to make reasonable decisions in accordance with individual preferences.

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Trade Union Membership and Paid Vacation in Germany

Laszlo Goerke Sabrina Jeworrek Markus Pannenberg

in: IZA Journal of Labor Economics , Nr. 1, 2015


In Germany, dependent employees take almost 30 days of paid vacation annually. We enquire whether an individual’s trade union membership affects the duration of vacation. Using data from the German Socio-Economic Panel (SOEP) for the period 1985 to 2010 and employing pooled OLS-estimators, we find that being a union member goes along with almost one additional day of vacation per year. Estimations exploiting the panel structure of our data suggest that a smaller part of this vacation differential can be due to the union membership status, while self-selection effects play a more important role.

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