Professor Dr Sabrina Jeworrek

Professor Dr Sabrina Jeworrek
Current Position

since 7/17

Head of the Research Group Organisational Behaviour and Corporate Success

Halle Institute for Economic Research (IWH) – Member of the Leibniz Association

since 10/16

Assistant Professor of Applied Microeconometrics

Otto von Guericke University Magdeburg

since 10/16

Member of the Department Structural Change and Productivity

Halle Institute for Economic Research (IWH) – Member of the Leibniz Association

Research Interests

  • behavioural and experimental economics
  • empirical personnel and labour market economics
  • non-monetary incentive systems and employee motivation

Sabrina Jeworrek is a member of the Department Structural Change and Productivity at IWH as well as Assistant Professor of Applied Microeconometrics at Otto von Guericke University Magdeburg since October 2016. She also holds the position of EconBiz advisory board member since 2017. Her research focuses on behavioural economics and employee motivation.

Sabrina Jeworrek obtained her bachelor's and master's degree from University of Marburg and a PhD from Trier University at IAAEU (Institute for Labour Law and Industrial Relations in the European Union).

Your contact

Professor Dr Sabrina Jeworrek
Professor Dr Sabrina Jeworrek
Mitglied - Department Structural Change and Productivity
Send Message +49 345 7753-730 Personal page

Publications

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Mission, Motivation, and the Active Decision to Work for a Social Cause

Sabrina Jeworrek Vanessa Mertins

in: Nonprofit and Voluntary Sector Quarterly, forthcoming

Abstract

The mission of a job affects the type of worker attracted to an organization but may also provide incentives to an existing workforce. We conducted a natural field experiment with 246 short-term workers. We randomly allocated some of these workers to either a prosocial or a commercial job. Our data suggest that the mission of a job has a performance-enhancing motivational impact on particular individuals only, those with a prosocial attitude. However, the mission is very important if it has been actively selected. Those workers who have chosen to contribute to a social cause outperform the ones randomly assigned to the same job by about half a standard deviation. This effect seems to be a universal phenomenon that is not driven by information about the alternative job, the choice itself, or a particular subgroup.

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Erinnerung an soziale Isolation des Lockdowns macht Menschen egoistischer

Sabrina Jeworrek Joschka Waibel

in: Wirtschaft im Wandel, No. 3, 2021

Abstract

Nachdem Teilnehmer eines Online-Experiments an die soziale Isolierung des Lockdowns erinnert wurden, verhielten sich diese egoistischer als eine neutrale Vergleichsgruppe. Allerdings beurteilten Teilnehmer eines weiteren Experiments, die ebenfalls an die soziale Isolation im Lockdown erinnert wurden, ein solches egoistisches Verhalten als prinzipiell sozial unangemessen. Daraus lässt sich schließen, dass lediglich die Neigung zur Befolgung sozialer Normen, welche menschliches Verhalten in den verschiedensten Lebenssituationen maßgeblich beeinflussen, durch die soziale Distanzierung gesunken ist. Auch für eine Zeit nach der Bewältigung der Corona-Pandemie werfen diese Ergebnisse Fragen auf: Wie lässt sich in einer digitalisierten Welt, in der persönliche Interaktionen immer seltener werden, die Bereitschaft zur Einhaltung sozialer Normen aufrechterhalten?

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Paid Vacation Use: The Role of Works Councils

Laszlo Goerke Sabrina Jeworrek

in: Economic and Industrial Democracy, No. 3, 2021

Abstract

The article investigates the relationship between codetermination at the plant level and paid vacation in Germany. From a legal perspective, works councils have no impact on vacation entitlements, but they can affect their use. Employing data from the German Socio-Economic Panel (SOEP), the study finds that male employees who work in an establishment, in which a works council exists, take almost two additional days of paid vacation annually, relative to employees in an establishment without such institution. The effect for females is much smaller, if discernible at all. The data suggest that this gender gap might be due to the fact that women exploit vacation entitlements more comprehensively than men already in the absence of a works council.

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“The Good News about Bad News”: Information about Past Organizational Failure and Its Impact on Worker Productivity

Sabrina Jeworrek Vanessa Mertins Michael Vlassopoulos

in: Leadership Quarterly, No. 3, 2021

Abstract

Failure in organizations is very common. Little is known about whether leaders should provide information about past organizational failure to followers and how this might affect their future performance. We conducted a field experiment in which we recruited temporary workers to carry out a phone campaign to attract new volunteers and randomly assigned them to either receive or not to receive information about a failed mail campaign pursuing the same goal. We find that informed workers performed better, regardless of whether they had previously worked on the failed mail campaign or not. Evidence from a second field experiment with students asked to support voluntarily a campaign for reducing food waste corroborates the finding. We explore the role of leadership tactics behind our findings in a third online survey experiment. We conclude that information about past failure is unlikely to have a negative impact on work performance, and might even lead to performance improvement. Implications for future research on the relevance of leadership tactics when giving such information are discussed.

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Unethical Employee Behavior Against Coworkers Following Unkind Management Treatment: An Experimental Analysis

Sabrina Jeworrek Joschka Waibel

in: Managerial and Decision Economics, No. 5, 2021

Abstract

We study unethical behavior toward unrelated coworkers as a response to managerial unkindness with two experiments. In our lab experiment, we do not find that subjects who experienced unkindness are more likely to cheat in a subsequent competition against another coworker who simultaneously experienced mistreatment. A subsequent survey experiment suggests that behavior in the lab can be explained by individuals' preferences for norm adherence, because unkind management behavior does not alter the perceived moral appropriateness of cheating. However, having no shared experience of managerial unkindness opens up some moral wiggle room for employees to misbehave at the costs of others.

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Working Papers

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Alone at Home: The Impact of Social Distancing on Norm-consistent Behavior

Sabrina Jeworrek Joschka Waibel

in: IWH Discussion Papers, No. 8, 2021

Abstract

Around the globe, the COVID-19 pandemic has turned daily live upside down since social distancing is probably the most effective means of containing the virus until herd immunity is reached. Social norms have been shown to be an important determinant of social distancing behaviors. By conducting two experiments and using the priming method to manipulate social isolation recollections, we study whether social distancing has in turn affected norms of prosociality and norm compliance. The normative expectations of what behaviors others would approve or disapprove in our experimental setting did not change. Looking at actual behavior, however, we find that persistent social distancing indeed caused a decline in prosociality – even after the relaxation of social distancing rules and in times of optimism. At the same time, our results contain some good news since subjects seem still to care for norms and become more prosocial once again after we draw their attention to the empirical norm of how others have previously behaved in a similar situation.

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Gift-exchange in Society and the Social Integration of Refugees: Evidence from a Field, a Laboratory, and a Survey Experiment

Sabrina Jeworrek Vanessa Mertins Bernd Josef Leisen

in: IWH Discussion Papers, No. 17, 2019

Abstract

Refugee integration requires broad support from the host society, but only a minority of the host population is actively engaged. Given that most individuals reciprocate kind behaviour, we examine the idea that the proportion of supporters will increase as a reciprocal response to refugees’ contributions to society through volunteering. Our nationwide survey experiment shows that citizens’ intentions to contribute time and money rise significantly when they learn about refugees’ pro-social activities. Importantly, this result holds for individuals who have not been in contact with refu-gees. We complement this investigation with experiments in the lab and the field that confirm our findings for actual behaviour.

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Crowdsourced Innovation: How Community Managers Affect Crowd Activities

Sabrina Jeworrek Lars Hornuf

in: IWH Discussion Papers, No. 13, 2018

Abstract

In this study, we investigate whether and to what extent community managers in online collaborative communities can stimulate crowd activities through their engagement. Using a novel data set of 22 large online idea crowdsourcing campaigns, we find that active engagement of community managers positively affects crowd activities in an inverted U-shaped manner. Moreover, we evidence that intellectual stimulation by managers increases community participation, while individual consideration of users has no impact on user activities. Finally, the data reveal that community manager activities that require more effort, such as media file uploads instead of simple written comments, have a larger effect on crowd participation.

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