Incentives in the NFL (Abridged)

Brian J. Hall; Andrew  Wasynczuk; Jonathan Paul Lim; Sara  del Nido; Katherine  Dowd

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Background Note | HBS Case Collection | December 2008

Incentives in the NFL (Abridged)

by Brian J. Hall, Andrew Wasynczuk, Jonathan Paul Lim, Sara del Nido and Katherine Dowd

Abstract

This note briefly describes compensation and incentive issues in one of the major US professional sports leagues, the National Football League (NFL). It first provides some background information on the labor market for players and the salary cap, and then describes incentive issues facing players and their agents.

Keywords: Compensation and Benefits; Wages; Groups and Teams; Conflict of Interests; Motivation and Incentives; Sports Industry; United States;

Language: English

Format: Print

8 pages

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Citation:

Hall, Brian J., Andrew Wasynczuk, Jonathan Paul Lim, Sara del Nido, and Katherine Dowd. "Incentives in the NFL (Abridged)." Harvard Business School Background Note 909-029, December 2008.

About the Authors

Brian J. Hall

Albert H. Gordon Professor of Business Administration

Negotiation, Organizations & Markets

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Andrew Wasynczuk

Senior Lecturer of Business Administration

Negotiation, Organizations & Markets

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Case | HBS Case Collection | September 2018

Verisk: Trailblazing in the Big Data Jungle

Andrew Wasynczuk, Francesca Gino and Karim Sameh

This case revolves around Verisk Analytics' initiatives to drive innovation throughout the firm's many business verticals. Verisk, originally named ISO, started life as an insurance rating agency in the early 1970s, acting as an intermediary between insurance companies and state governments. Over time, the firm transformed from being a non-profit to a for-profit entity, while expanding its lines of business to realms other than insurance. By both exploring the history of the insurance industry and Verisk's unique position within it, the case provides readers with an understanding of the firm's growth strategy and why innovation is so crucial for its success. The case leaves readers to ponder Verisk's innovation and growth strategy, challenging them to assess its strengths and weaknesses.

Keywords: Verisk; Argus; Wood Mackenzie; Insurance; energy; analytics; data; big data; Acquisitions; acquisition strategy; innovation; organic growth; Innovation Strategy; Innovation Leadership; Technological Innovation; Acquisition; Growth and Development Strategy; Insurance Industry; Energy Industry; Consulting Industry; United States; United Kingdom; New York (state, US); England;

Citation:
Wasynczuk, Andrew, Francesca Gino, and Karim Sameh. "Verisk: Trailblazing in the Big Data Jungle." Harvard Business School Case 919-014, September 2018. View Details

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Case | HBS Case Collection | April 2018

Happy UAE

Joshua Schwartzstein, Brian J. Hall, Tiffany Y. Chang, Karim Sameh and Alpana Thapar

This case centers on the United Arab Emirates' (UAE) national goal of raising the happiness of its residents and visitors through ambitious government initiatives. They combined this bold national goal with an accountability structure (incentive plan) built on Key Performance Indicators (KPIs), as more typically done at a company level. A key case protagonist is Ohood Al Roumi: the UAE and the world's first dedicated Minister of State for Happiness and Well-being. She was assigned to this role by Sheikh Mohammed, the Prime Minister and Vice President of the UAE and Ruler of Dubai. Al Roumi attempted to drive national progress towards happiness in UAE society through several means: measuring happiness in the community and happiness with government services, aligning and coordinating government entities towards promoting happiness and positivity at work, and promoting happiness as a lifestyle more generally. The case details the UAE's progress through February 2018. The class discussion gives students a chance to reflect on the role of government in promoting happiness and well-being and how a government could go about encouraging happiness. The UAE in effect implemented a complex incentive scheme with the aim of coordinating attempts to increase happiness and well-being. The connection between the UAE's efforts and incentive schemes emerges in the course of the class discussion, which enables students to reflect on concrete managerial implications of the analysis.

Keywords: Happiness; Welfare or Wellbeing; Governance; Motivation and Incentives; United Arab Emirates;

Citation:
Schwartzstein, Joshua, Brian J. Hall, Tiffany Y. Chang, Karim Sameh, and Alpana Thapar. "Happy UAE." Harvard Business School Case 918-041, April 2018. View Details

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Case | HBS Case Collection | March 2018

GiveDirectly

John Beshears, Joshua Schwartzstein, Tiffany Y. Chang and Brian J. Hall

How should nonprofits design compensation systems to attract and retain talent? GiveDirectly is a respected charitable organization with an unconventional approach. Instead of spending on traditional aid programs in areas such as health care and food access in developing countries, GiveDirectly transfers cash directly to the poor. As experiments have shown this approach to be an effective and efficient way to improve recipients’ life satisfaction, the organization has attracted considerable attention among donors and the media. Now, GiveDirectly is looking to grow, and it is contemplating how best to recruit talented employees and keep them motivated. In addition to offering salaries competitive with the private sector, GiveDirectly is considering linking employee compensation to organizational goals regarding the amount of cash transferred—an unusual strategy for a nonprofit.

Keywords: nonprofits; charity; effective altruism; international aid; compensation; goals; bonuses; incentives; GiveDirectly; Compensation and Benefits; Motivation and Incentives; Goals and Objectives; Recruitment; Philanthropy and Charitable Giving;

Citation:
Beshears, John, Joshua Schwartzstein, Tiffany Y. Chang, and Brian J. Hall. "GiveDirectly." Harvard Business School Case 918-036, March 2018. View Details

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Incentives in the NFL (Abridged)

Abstract

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