Theory and Practice of Subjective Performance Evaluations--Evidence from Matched Personnel and Transaction Records and Employee Survey Data in a Large Japanese Auto Sales Company--

• Takahashi Shingo

• Tsuru Tsuyoshi

• Uehara Katsuhito

Bibliographic Information

Other Title

• 主観的業績評価の理論と現実--大手自動車販売会社の人事・製品取引データと社員意識調査結果との接合データによる検証--
• シュカンテキ ギョウセキ ヒョウカ ノ リロン ト ゲンジツ オオテ ジドウシャ ハンバイ ガイシャ ノ ジンジ セイヒン トリヒキ データ ト シャイン イシキ チョウサ ケッカ ト ノ セツゴウ データ ニ ヨル ケンショウ

Abstract

This paper examines the up and down sides of subjective performance evaluations. Most contemporary workplaces use subjective evaluations, because objective performance measures are typically unavailable. Previous theories predict the following. Subjective evaluations have advantages. First, they contribute to enhance incentives when workers conduct multi-tasking jobs. Second, they also contribute to enhancing incentives when workers face uncontrollable risks. At the same time, subjective evaluations have disadvantages. First, bias including favoritism is concomitant. Second, the bias has negative impact on productivity. The four theoretical predictions are confirmed empirically using matched personnel and transaction records and employee survey data in a large Japanese auto sales company.

Journal

• 経済研究

  経済研究 62 (4), 289-300, 2011-10-25

  岩波書店

Details

• CRID: 1390009224868315776
• NII Article ID: 120005345670
• NII Book ID: AN00070761
• DOI: 10.15057/22334
• HANDLE: 10086/22334
• NDL BIB ID: 11281655
• ISSN: 00229733
• Web Site: https://ndlsearch.ndl.go.jp/books/R000000004-I11281655
• Text Lang: ja
• Data Source:
  • JaLC
  • IRDB
  • NDL
  • CiNii Articles
  • KAKEN
• Abstract License Flag: Allowed