We compare evaluations of employee performance by individuals and groups of supervisors, analyzing a formal model and …-rater evaluations if groups rationally aggregate their signals about employee performance. Our controlled laboratory experiment confirms … performance. …

We compare evaluations of employee performance by individuals and groups of supervisors, analyzing a formal model and …-rater evaluations if groups rationally aggregate their signals about employee performance. Our controlled laboratory experiment confirms … performance. …

costs are non-verifiable ex-post and the team performance measure exhibits congruency problems, the principal even wants to …

value and an imperfect performance measure. Due to cost advantages of specialization, assigning the tasks to different …. While imperfect performance measures are always harmful under multitasking, they may in fact increase profit under …

We examine the benefits of objective performance measurement in a field experiment conducted in a retail bank. At the … outset objective performance measures of pro fits in each branch were only available on the branch level and managers … to individual performance measures. We find a significant positive impact of objective performance measurement on effort …

substantial negative impact on the probability that an employee's pay is performance contingent. …

-facilitating accounting information on the profit margins of individual products and (ii) whether they receive performance pay based on an …

substantial negative impact on the probability that an employee's pay is performance contingent. …

We study the incentive effects of grating supervisors access to objective performance information when agents work on … objective measures but assess performance subjectively by gathering information. This incentive loss is more pronounced when the … experiment conducted in a bank. In the treatment group managers obtained access to objective performance measures which raised …

effect of performance pay and two common leadership techniques: Positive expectations and specific goals. We find that … output than those who do not. Goal-setting has no significant effect, neither on quantity nor quality. Performance pay, in …