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Chapter 3 Moral Hazard - Macho-Stadler, I., Perez-Castrillo J.D. (2001)
Chapter 3 Moral Hazard - Macho-Stadler, I., Perez-Castrillo J.D. (2001)
spettothigame,tisnatraltasime that ech get ttempts to marie
‘sown utiity, so the agents are plavinganon cooperative game or theta
ses that they choose shoul forma Nash equliriun. However this does not
rnean that they will never co-operate, Even ina non-co- operative game if
‘thee exist mechanisms that allow the agents to arrives co-operative aie
‘ments ad to take advantage of them these mechanisms may wel be used A
Second posbty st anayae what happens when the agents Ue co-operate
behaviour anyway. All these considerations influence the third age of the
fame the incentives stage and so by backward induction they alo inence
‘he optimal eotrac.
“The participation tage silo that ofthe simple models asthe con
tract design stage, We sould away bear in ind thatthe contrat intended.
fora parbeular agen may incall the verifiable variables ofthe ene rela
tionship those dre eterringto the agent at hand as wel asthose refering
tothe other agents.
In the literature on optimal contacts with several agents thee exis ifr
‘ent groups of models according to the aspect analysed. The personalized
information models (whore hasic references are HolmsteGm (1979) and
‘Moore (1984) ) anal contracts designed for ach agent using not ony
the ersonalze information butalsothe information on the eu obtained
bythe other agents The principal wil be interested in paying each agent ac-
cording to his owen prodsction and that ofthe other agents if thee othe ce
sults can inform onthe actions ofthe agent at hand the rests ofthe other
agents do not add information, or in other words, if an agents real ina
'sufcienstisicforhs eos then he willbe pid acovding to his own elt.
only
Tet us consider simple example to ilustrate the above mesg. A depart
ment store contratste salesmen, one forthe book department. andthe other
forthe umbrella department. Sle depend on the effort ofthe salesmen and
fn arandom variable, but the random variable that let each departaent is
Aiterent nti ase ts optimal foreach agent tobe pad only aeconding 0
the sales ofhisown department the bok saesman willbe paid scoring 0
the number of books that are sold the umbrella salesman according 0 the
number of umbels The reason ithat the effort ofthe book alesinan does
not affect the sales of umbrellas and these ates do not evea anything on he
book salesman’ efor since the events that mk the sales of umbels high
are diferent fom those tht aft the book markt. Consequentyincluding
‘The Moral Hazard Problem
the sles of umbrellas tone ofthe variables that determines the bookseller’
‘wage can only make the salesman sfler additional risk without motivating
bi farther Now imagine what would happen ifboth salesmen were working
inthe same department, for example, bth sll bres In this ase we ca
‘fly ssumetat the randomnes that affects sales the same for bothagents.
Hence fthe efforts were seit islkly thatthe ress would bealso sim
far butif th eflorts were deen it sliely that he ress would be df
‘ent For example, the fact that it fans is common tothe results of both
Silesmen Since the outcome ofthe random weather variable the wae for
both ine sleaman sllsalotand the other does sel may umbels
Aicultfor the one who has the worst rl to argue that it was dae w bad
Tuck Instead signal that he exerted lester. This ends sto situation
{in which the optimal contac foreach agent shoul take ino account the
sulteofbathof them. The deparment store shoul psy more to aslesman the
leas workmates have sold: However, ii posuibl or the contacto include
{his information inthe oppose dietion. For example it tems reasonable
that we should place a higher value on the sas of an umbrella salesman the
tester the sales of things hate been (high sales of this item signal
thatthe weather as been hot, which san adverse condition forthe umbrella
salesman.
In gencral optimal contracts can become very complicated Sometime,
however, we observa very particular type of contract Think of businesses
that paya bonds tothe salesman who sls the most (the employee ofthe
‘month) This type of pay-off, fr which the only important fctoristhe order
in which the agents place themsles, is known a tournament contact.
Under thistype of contract an agent payoff depends oaly onthe ranking of
Iisresulin the ordering of the reuls feather agents. Sports competitions
are the dearest example of tis typeof contract. Howeve,ourmaments ae
‘only ficient in very particular cases since forthe optimal contact to depend
tonly onthe order ofthe results tisnecesary that all the revant information
besummarized inthis ranking
azar and Rosen (1981), Cen and Stokey (1983, and Malcomson (186)
nays the advantages and disadvantages of the mos simple payment mech
‘snismsthose that depend only onthe individual rev andthose that depend
‘onlyon hens ordering the results Aswehavesen, inspite of the fact that_
‘hse contracts re optialoaly under rather estictive conditions, they ae
‘the most used in practice which juss studying them. A asicconcuson i
that contacts bated only on individual results are batter when the common.
poise (the randomness that simultaneously afc all sul) is sal while
‘Tournament are beter when the common ait is important. Intredcing
lack of commitment o non-stationary environment can also provide c=‘The Moral Hazard Problem
‘umstances where touraments are optimal: Malcomson (1984) considersthe
‘ase n which the performances observable bythe principal but net vera
to the courts Now the principal hasan incentive to renege onthe promised
thonus. However, she may be able o commit toa tournament where the rie
has tobe pid any Nalebal and Sight (1983) argue that am advantage of
tournaments is that they provide Tele’ incentives, the sense that they
changeavtomatcaly with changesin the environment while the optimal con
ct mst be ecaculsted each ine.
he lterarre has also considered what ae known as joint production
‘model in which the final rest depends om teamwork This isthe case of «
_10up of agents whose individual efforts combine produce a single good.
Examples ofthis typeof situation ae research teams that develop 3 given
products group of firms that cary outs common projec, or football am
fying to wins championship.
‘When the final preducton isthe only veiable variable, ant depends on
the vector of (non-observable) effort rom the perspective ofthe ea ofan
‘optimal contract we cannot obtain conctirons that ae very diferent frm
‘those that correspond io model weithonly one agent. The fndamental ier-
‘ence stat gro reitionshipeare lose tothe traditional problem of public
{goods andso the problem that arsesisone of freritingsine the effect of any
‘eduction effort eerted shared between althe gens Wend ach agent
to fel responsible for ll the product in oder to provide the right incentives
fochim.Thatiswhy Alchian and Demsez (1972) and Holt (1982) 5
st that situations joint producion (in which tisimpossbleto identify he
{dividual contributions) cannot be efcient when ll the income i dir
tuted amongst the agents In ther words he badge constraint always binds,
itisnotpossibleto achive efcienc. This means that incertin case, aber
agent shouldbe contacted to contol the produtiveagentsOntopofthishe
{eral partcpant (the principal) canbe in charge of making se that the
‘agreements that do nt balance he Budpet ie that do not ditt the ot
‘ome in any contingency among the agents are ful. The pressure of on
trol and the ole of residual claimant can provoke efceny gine and hus
jum the presence of principal
‘Until ao we ave vay assumed thatthe agent play non co-operative
lf they can co-ordinate, then coalitionsform, which cn be haf o he
lationship Consider far example, a principal who contracts two agents one
isin charge of the prdctve ae (we cal him the agent, and the other sin
charge of supervision and antol the foreman). In tis aes not eal
Sohn)
0
“The Moral Hazard Problem
or infequent forthe agent to say to his foreman if something goes wrong,
nd youdor'leton that way fal, then 1 pay you foto forthe fore
‘man to goto sete agent ant tll hi itn, if something oes wrong if
‘you lke we can come fo an arrangement forme io protect you I this type of
Colton i formed then the forerans objective eo protect the agent When
the results are adver, covering up the evidence and announcing othe ria
‘ipalthat the contol didnot give any conclusive results Therefore the oni
Tormation thatthe principal would have that which favours the agen
"The consequence of this that, when the principal designs the pay-ofF
mechanism, she will ancpatethat her workers may haveincentivestocollade
nd wl ry not wo leave any margin for caltions tobe profitable other par
ticipants This brings us to an important thought forthe theory of orgie
‘ons. coalitions ae posible the principal cannot let the gens punishment
(or pize) depend ttl on the supervisor. I the objective isto reduce the
Stablshmentof agreements between the agents andthe supervisors se wll
Ihave to apply rules that are impersonal, uniform (that eliminate the con-
sequences of personal and repeated contrat) and donot weal he informa
tion (the source ofthe distortions) as is done in bureaucratic rules. The
messages that when the individuals in an organization have enough leeway
‘we can find an argument in favour ofthe technical superior of bureaucracy
‘over oer forms of organization. This superiority is based on its precision,
‘continuity and the uniformity fis nonms which saveson costs and fritons,
and avoids the formation of income-seking coalitions, However nthe same
‘ra the possiblity that coalitions may exist unambiguous} implies that here
[nan efceney lo inthe operation ofthe organization,
‘relatively widespread esl thatthe more leeway the agents have othe
more complex the station ander consideration, the theres haar im
posed tend tobe simpler. The application of bureaucratic rales however not
{he only solution. A second possible solution tothe problem of efceney
losses duet coalition formation eraeen supervisors and agents isto system
atially use the services of external auditors or supervisors (ee Kofman and
wars 1993). This sytem it costly since the external supervisor must be
paid bat tallows the establishment ofa eotel and punishment mechan
{sm tha isuades the participants in the hierarchy from adopting eolioive
behaviour,
“The conchsion ofthe modes that we have just considered is rather pes
simintie, However it sea to think of examples in which co-ordination can
Jmprvetheinputafaroup of agent, andin which the advantagesof bureau
cacy are only avaiable when itisimporanttoachieveaficionles combina
‘ion of numerous activities directed ta single forsale and invariant end,
lever onpanzation, the success of Reoperation dependsontheco-operationThe Moral Hazard Problem
ofalits members, but the commitments are not oreseable in thelong run,
‘oraretheyinvarantor uniform In this type of organization there cannot be
Any precise delimitation of esponsibility and ite more convenient ose
‘methods that strengthen group work, Arce ia which the advantages of =
‘operation and its consequences on optimal contracts are analysed are
olmseom and Milgrom (1980), toh (1990, 1983), Macho-Stadler and
Perer-Castro (19910, 1993) and Ramakrishnan and Thakor (1991),
3C2 Organizational design in relationships with several agents
Apart om the design of contacts, he principal ao decides the oraniation
‘with which she wll rate This incudes such fundamental decision show
many agent to contract and how should they be structured. One aspect
-tadied nthe erature concerns the advantages of dlgotion of tasks which
analsesthe question of when tisbetter for he principal delegate ome task
‘wan agent instead of doing it hes
‘Consider a principal who contracts an agent to carry out some productive
task In order to obtain evidence abou the production, itis necessary to use
‘supervisory and conta mechanism. The probity of observing the rest
epends on the fort exerted by the supervisor We want to know fitisusea
for the principal to delegate the task of supervision to an agent called the
superior), oft isbeter for her to dither. iscvdent that forthe f=
‘uoduction ofa new member inthe hierarchy (inthe lationship) tobe prot.
ale itis necssary fr him tobe ableto perform some task that the principal
‘sincapable of doing, Tiss the case when the principal sles technical b-
itesthan the supervisor to cary out the tak oF ifthe costofdoingit herself is
higher. In these cases the principal should delegate supervision toa more
ficient agent Iisalso possible thatthe principal sjustarableto carry out he
supervision task asthe supervisor but hat there are commitment problems.
Think ofa someone doingadataclletion rey In onder to motivate hin
to ext elo the wage of 2 data coletor s normally based on how many
‘questionnaire have een correc filled in. In oder to now that the ie.
‘onnaireshave Been corec filed in or not the supervisor could vist few
ofthe households thatthe agent as he has vse, i ede to checkout the
authenticity of the answers to see the agent was sufficiently persuasive et
But the probability thatthe supervisor lars thatthe rorveys are properly oF
improperly done depends on the effort he daictestoisjo The prem of
lackof commitment spose inthe ellowingwayits one thing forthe super
visor to what hes going odo and anotheriwhat he reallyends up doing
‘Wermust bear ia mind tha the task of supervision isnot useful once the
2
‘The Morel Hazerd Problem
productive effort ha ben carried out, since the objective of supervision i
Preily to motivate thisefor. ence, onc the initial ob hasbeen done, he
Incentives to supervise tare minimal
‘We ned to compare the two pose sitationsthat in which the principal
takes are of the supersion tsk personally and tat in which she contract
Supeviosto do eI dhe principal and the potential person are tent,
the choice ery When the principal supervise, gen hat she cannot com
rit toher control strategy (hat toa, othe effort that she wll use and the
report that she will sen), the contrat withthe agent wll simultaneously
‘Setermine the control evel hat she willbe interested in maintaining Besides,
‘shew nly report her Gindngs iby doing so she reduces the pao that she
‘must give the agent (ithe pay-off when quality isnot observed isles than
‘when high quality sobserved the principal wll ever reporthigh quality even
iftinoberved) the principal contacteasuperviaon she wlldesign eco
teat in nde or him toe etrested in exerting the adequate level of efor,
and honest to announce what he observes, Comparing both situations, we
‘conclude that delegation ofthe supervisory task eas toasty beter sa
tion than not delegating when the principal cannot commit to acontol strat
‘egy oF the honesty a her report. Does his mean that delegating the conte
{uns alays beneficial when the principal as problems to make her behav
‘ourbeicwable Theanswerisno. Theexample we have presentedisvey simpli
fed To get more profound vision ofthe advantages and disadvantages of
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