Multitasking Incentives and Biases in Subjective Performance Evaluation

• 高橋, 新吾

• 大湾, 秀雄

• 都留, 康

• 上原, 克仁

• Takahashi, Shingo

• Owan, Hideo

• Tsuru, Tsuyoshi

• Uehara, Katsuhito

抄録

Subjective performance evaluation serves as a double-edged sword. While it can mitigate multitasking agency problems, it also opens the door to evaluators' biases, resulting in lower job satisfaction and a higher rate of worker quits. Using the personnel records of individual sales representatives in a major car sales company in Japan, we provide direct evidence for both sides of subjective performance evaluation: (1) the sensitivity of evaluations to sales performance declines with the marginal productivity of hard-to-measure tasks, and (2) measures of potential evaluation bias we construct are positively associated with worker quits, after correcting for possible endogeneity biases

収録刊行物

• Economics & Management Series

  Economics & Management Series 2014-08-01

詳細情報

• CRID: 1050845762541705344
• NII論文ID: 120006332589
• Web Site: https://iuj.repo.nii.ac.jp/records/518
• 本文言語コード: en
• 資料種別: departmental bulletin paper
• データソース種別:
  • IRDB
  • CiNii Articles