Seeing Wealth as a Responsibility Improves Attitudes Towards Taxation

Ashley V. Whillans; Nathan J.  Wispinski; Elizabeth W. Dunn

Article | Journal of Economic Behavior & Organization

Seeing Wealth as a Responsibility Improves Attitudes Towards Taxation

by Ashley V. Whillans, Nathan J. Wispinski and Elizabeth W. Dunn

Abstract

Taxes are beneficial; society depends on the revenue generated from taxation to provide essential public services such as education and health care. Taxes also attract a high degree of loathing. Tax noncompliance is a major problem for governments worldwide—with hundreds of billions of potential tax revenue uncollected each year. Thus, it is critical for research to examine factors that encourage tax satisfaction. In this research, we hypothesized that people would be more inclined to view taxation in a favorable light if they believed that wealth incurs a responsibility to give back to society (wealth-as-responsibility). Consistent with this prediction, in Study 1, people who reported stronger wealth-as-responsibility beliefs felt better about paying taxes. In Study 2, individuals assigned to read text encouraging the idea that wealth incurs a responsibility to give back to society felt better about paying taxes compared to a neutral control group. In Study 3, individuals assigned to read text encouraging wealth-as-responsibility felt better about paying taxes on earned income in the lab. Together, these studies show that reframing the meaning of wealth can shape people’s attitudes about paying their taxes, thus providing evidence for a novel lever to encourage more positive attitudes about taxation.

Keywords: Wealth; Taxation; Attitudes; Society;

Format: Print

Find at Harvard Read Now

Citation:

Whillans, Ashley V., Nathan J. Wispinski, and Elizabeth W. Dunn. "Seeing Wealth as a Responsibility Improves Attitudes Towards Taxation." Journal of Economic Behavior & Organization 127 (July 2016): 146–154.

When it comes to our to-do lists, many of us prioritize checking off tasks that are easiest to complete or are due first, regardless of importance – a phenomenon that scholars describe as the “mere urgency” effect. This tendency becomes stronger the busier we are. But constantly prioritizing urgent tasks means that important tasks that have no urgent deadline (such as updating your resume or doing creative work) get pushed aside for later and later. Some just never get done. When we fail to do what’s important, often what matters most to us, we feel stressed, overwhelmed, and unmotivated— and firms are less productive. Research suggests managers can help employees combat the tendency to put off for tomorrow what isn’t due today: have employees set aside proactive time for work that is important but not urgent.

Over the last two decades, global wealth has risen. Yet, material affluence has not translated into time affluence. Instead, most people today report feeling persistently “time poor”—like they have too many things to do and not enough time to do them. This is critical because time poverty is linked to lower well-being, physical health, and productivity. For example, in our analysis of 2.5 million Americans, subjective feelings of time poverty had a stronger negative effect on well-being than being unemployed. However, individuals, organisations, and policymakers often overlook the pernicious effects of time poverty. Billions of dollars are spent each year to alleviate material poverty, while time poverty is often ignored or exacerbated. In this Perspective, we discuss the organisational, institutional, and psychological factors that explain why time poverty is often under appreciated. We argue that scientists, policymakers, and organisational leaders need to devote more attention and resources toward understanding and reducing time poverty to promote psychological and economic well-being.

Conventional wisdom says you should ask your colleagues for feedback. However, research suggests that feedback often has no (or even a negative) impact on our performance. This is because the feedback we receive is often too vague—it fails to highlight what we can improve on or how to improve. New research suggests a better approach. Across four experiments—including a field experiment conducted in an executive education classroom—researchers found that people received more effective input when they asked for advice rather than feedback.

Faculty & Research

Seeing Wealth as a Responsibility Improves Attitudes Towards Taxation

Abstract

Citation:

About the Author

More from the Author