01761nas a2200169   4500008004100000245013100041210006900172260000900241300001000250490000700260520112400267653001501391100001601406700001901422700001601441856013401457       2020                        eng d00aSelection benefits of below-market pay in social-mission organizations: effects on individual performance and team cooperation0 aSelection benefits of belowmarket pay in socialmission organizat  c2020  a57-770 v953 aMany organizations whose core purpose is to advance a social mission pay employees below-market wages. We investigate two under-appreciated benefits of below-market pay in these social-mission organizations. In a series of experiments, we predict and find that, holding employees’ outside opportunities constant, those attracted to social-mission organizations that pay below-market wages perform better individually and cooperate more effectively in teams than those attracted to social-mission organizations that pay higher wages. The individual performance effect arises because below-market pay facilitates the selection of value-congruent employees who are naturally inclined to work hard for the organizational mission. The team cooperation effect arises because employees expect team members who have selected a social-mission job that pays below market to be more value-congruent and, therefore, more cooperative than those who have selected a social-mission job that pays higher wages. Collectively, we demonstrate that in social-mission organizations, offering below-market pay can yield selection benefits.10aAccounting1 aChen, Clara1 aPesch, Heather1 aWang, Laura  uhttps://stage.business.oregonstate.edu/biblio/selection-benefits-below-market-pay-social-mission-organizations-effects-individual