In this paper, we offer a new explanation for the use of non-cash compensation by firms. We show that employee discounts allow firms to practice price discrimination between employees and non-employees in a value enhancing manner. In particular, the optimal price discriminating employment contract offers a firm's product at a lower price to the firm's employees than to outside consumers. We also
... [Show full abstract] characterize optimal bundling of cash and on the job perks and show that the firm can use the perks to extract information rent from employees with private information about their preferences and reservation utility. The level of perks in the optimal employment contract can be lower or higher than the socially efficient level. Thus, in our model overinvestment in managerial perks is a profit-maximizing strategy, rather than a consequence of agency problems.