This paper uses matched employer-employee panel data to show that individual jobsatisfaction is higher when other workers in the same establishment are better-paid. Thisruns contrary to a large literature which has found evidence of income comparisons insubjective well-being...

Theoretical analyses of (optimal) performance measures are typically performed within therealm of the linear agency model. This model implies that, for a given compensation scheme,the agent's optimal effort is unrelated to the amount of noise in the performance measure...

On theoretical grounds, monitoring of top executives by the (supervisory) board is expectedto be value relevant. The empirical evidence is ambiguous and we analyze three noncompetingexplanations for this ambiguity: (i) The positive effect on firm value of boardmonitoring is hidden in stock price...

We investigate the use of performance appraisal (PA) in German Firms. First, we derivehypotheses on individual and job based determinants of PA usage. Based on arepresentative German data set on individual employees, we test these hypotheses and alsoexplore the impact of PA on performance pay...

The Peter Principle captures two stylized facts about hierarchies: first, promotions often placeemployees into jobs for which they are less well suited than for that previously held. Second,demotions are extremely rare...

In many environments, tournaments can elicit more effort from workers, except perhapswhen workers can sabotage each other. Because it is hard to separate effort, ability andoutput in many real workplace settings, the empirical evidence on the incentive effect oftournaments is thin...

It is often argued that Black-Scholes (1973) values overstate the subjective value of stock options granted to risk-averse and under-diversified executives. We construct a "representative" Swiss executive and extend the certainty-equivalence approach presented by Hall and Murphy (2002) to assess...

This paper exploits a quasi-experimental setting to estimate the impact that a multi-dimensional group incentive scheme had on branch performance in a large distribution firm. The scheme, which is based on the Balanced Scorecard, was implemented in all branches in one division, but not in another...

We document that an increasing fraction of jobs in the U.S. labor market explicitly payworkers for their performance using bonuses, commissions, or piece-rates. We find thatcompensation in performance-pay jobs is more closely tied to both observed (by theeconometrician) and unobserved productive...

We present results from a field experiment testing the gift-exchange hypothesis inside a treeplantingfirm paying its workforce incentive contracts. Firm managers told a crew of treeplanters they would receive a pay raise for one day as a result of a surplus not attributable topast planting...