Perceptions to climatic changes and cooperative attitudes toward flood protection in Bangladesh
Shingo Takahashi (),
Hideo Owan (),
Tsuyoshi Tsuru () and
Katsuhito Uehara ()
Additional contact information
Shingo Takahashi: International University of University, http://www.iuj.ac.jp/
Hideo Owan: Institute of Social Science, The University of Tokyo, http://www.iss.u-tokyo.ac.jp/
Tsuyoshi Tsuru: Institute of Economic Research, Hitotsubashi University, http://www.ier.hit-u.ac.jp/English/
Katsuhito Uehara: Faculty of Human Studies, Tenri University, http://www.tenri-u.ac.jp/en/ariirh000000050n.html
No EMS_2014_11, Working Papers from Research Institute, International University of Japan
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.
JEL-codes: M52 M55 (search for similar items in EconPapers)
Pages: 53 pages
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https://www.iuj.ac.jp/workingpapers/index.cfm?File=EMS_2014_11.pdf First version, 2014 (application/pdf)
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Persistent link: https://EconPapers.repec.org/RePEc:iuj:wpaper:ems_2014_11
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