We study workers who are employed by a large US retailer, work in many store locations, and are paid based on performance. By means of a border-discontinuity analysis, we document that workers become more productive and are terminated less often after a minimum wage increase. These effects are stronger among workers whose pay is more often supported by the minimum wage. However, when workers are monitored less intensely, the minimum wage depresses productivity. We interpret these findings through an efficiency wage model. After a minimum wage increase, profits decrease, and a calibration exercise suggests that worker welfare increases.

A single worker allocates her time among different projects which are progressively assigned. When the worker works on too many projects at the same time, the output rate decreases and completion time increases according to a law which we derive. We call this phenomenon “task juggling” and argue that it is pervasive in the workplace. We show that task juggling is a strategic substitute of worker effort. We then present a model where task juggling is the result of lobbying by clients, or coworkers, each seeking to get the worker to apply effort to his project ahead of the others’.

Published online January 27, 2025