Objective versus Subjective Performance Evaluations

Why does incentive pay often depend on subjective rather than objective performance evaluations? After all, subjective evaluations entail a credibility issue. While the most plausible explanation for this practice is lack of adequate objective measures, I argue that subjective evaluations might sometimes also be used to withhold information from the worker. I furthermore argue that withholding information is particularly important under circumstances where the credibility issue is small. The statements are derived from a two-stage principal-agent model in which the stochastic relationship between effort and performance is unknown

Tourism sustainability methodologies: A critical assessment

In an era of economic crisis and serious environmental constraints, the transition to sustainability enters dynamically the debate over long-term preservation and welfare at a systemic level. Tourism is a resource- (capital, human and natural) demanding sector; this paper explores the variety and diversity of methodological approaches and tools employed in the evaluation of tourism, and their potential to support sustainability-oriented assessments and practices. Ranging from traditional economics-oriented frameworks to assessments of impact and ecological footprint, this paper discusses the prevailing assessment frameworks of specific tourism dimensions heading towards the integrative approaches for Tourism Sustainability Assessment. The review highlights that despite the widespread acceptance of the concept and the international consensus on the importance of its operationalization, the transition towards tourism sustainability remains still a complicated and rather problematic endeavour. © 2014 IEEE

Geld oder Anerkennung? Zur Ökonomik der Auszeichnungen

Awards are shown to be of great importance in all societies, in particular in the economy. Nevertheless, economic research has disregarded the determinants and consequences of awards. The paper argues that awards constitute a relevant extrinsic, but non-material form of reward systematically affecting work effort. Data are provided on the distribution of various types of awards in a selection of countries, discusses the differences between awards and money, and considers several possible methods such as surveys, vignette studies, laboratory and field experiments and econometric analyses of specific firms to capture the incentive effects of award

Subjective Evaluations with Performance Feedback

This paper models two key roles of subjective performance evaluations: their incentive role and their feedback role. The paper shows that the feedback role makes subjective pay feasible even without repeated interaction, as long as there exists some verifiable measure of performance. It also shows that while subjective pay is helpful, it cannot achieve full efficiency. However, fully efficient incentives are achievable if the firm can commit to a forced distribution of evaluations and employs a continuum of workers. With a small number of workers, a forced distribution is valuable only if the verifiable measure is poor.Subjective Evaluations, Performance Feedback, Optimal Contracts

Distributional concerns in managers’ compensation schemes for heterogeneous workers: experimental evidence

We present results from three-player experiments aimed at studying distributional concerns in how ownermanagers compensate themselves and workers of different productivities and effort costs, as well as their relations to various equity principles. We are also interested in how owner-managers decisions’ are affected by pay secrecy. We use a game in which workers first exert effort and owner-managers then decide on bonuses for themselves and workers. Our design includes four treatments: 1) different productivities of workers with complete information; 2) different productivities of workers with pay secrecy among workers; 3) different effort cost of workers with complete information; and 4) different effort cost of workers with pay secrecy among workers. The equity principles we focus on are ‘production-equity’, higher production leads to higher wage, and ‘effort-cost equity’, higher effort-cost leads to higher wage. Our results show that, on average, managers do not pay relative wages in accordance to relative production levels, but also take effort-cost into account. Pay secrecy affects compensation differences among workers in a limited way. Across all treatments about 50% of all manager choices are compatible both with ‘production equity’ and with ‘effort- cost equity’, about 20% only with production equity and about 15% only with effort-cost equity

Distributional concerns in managers’ compensation schemes for heterogeneous workers: experimental evidence

We present results from three-player experiments aimed at studying distributional concerns in how ownermanagers compensate themselves and workers of different productivities and effort costs, as well as their relations to various equity principles. We are also interested in how owner-managers decisions’ are affected by pay secrecy. We use a game in which workers first exert effort and owner-managers then decide on bonuses for themselves and workers. Our design includes four treatments: 1) different productivities of workers with complete information; 2) different productivities of workers with pay secrecy among workers; 3) different effort cost of workers with complete information; and 4) different effort cost of workers with pay secrecy among workers. The equity principles we focus on are ‘production-equity’, higher production leads to higher wage, and ‘effort-cost equity’, higher effort-cost leads to higher wage. Our results show that, on average, managers do not pay relative wages in accordance to relative production levels, but also take effort-cost into account. Pay secrecy affects compensation differences among workers in a limited way. Across all treatments about 50% of all manager choices are compatible both with ‘production equity’ and with ‘effort- cost equity’, about 20% only with production equity and about 15% only with effort-cost equity

Stochastic Contracts and Subjective Evaluations

Subjective evaluations are widely used, but call for different contracts from classical moral-hazard settings. Previous literature shows that contracts require payments to third parties. I show that the (implicit) assumption of deterministic contracts makes payments to third parties necessary. This paper studies incentive contracts with stochastic compensation, like payments in stock options or uncertain arbitration procedures. These contracts incentivize employees without the need for payments to third parties. In addition, stochastic contracts can be more efficient and can make the principal better off compared to deterministic contracts. My results also address the puzzle about the prevalence of labor contracts with stochastic compensation

Discretionary rewards as a feedback mechanism

This paper studies the use of discretionary rewards in a finitely repeated principal-agent relationship with moral hazard. The key aspect is that rewards have informational content. When the principal obtains a private subjective signal about the agent's performance, she may pay discretionary bonuses to provide credible feedback to the agent. In accordance with the often observed compression of ratings, we show that in equilibrium the principal communicates the agent's interim performance imperfectly, i.e., she does not fully differentiate good and bad performance. Furthermore, we show that small rewards can have a large impact on the agent's effort, provided that the principal's stake in the project is small. Keywords: Discretionary rewards; Feedback; Self confidence; Subjective performance; Moral hazar