Do "boss effects" exist in Japanese companies? Evidence from employee-supervisor matched panel data

Yuko Okajima, Hisakazu Matsushige and Yuwei Ye
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Yuko Okajima: Institute for Academic Initiatives, Osaka University
Hisakazu Matsushige: Osaka School of International Public Policy (OSIPP), Osaka University
Yuwei Ye: Accenture Japan Ltd

No 16E003, OSIPP Discussion Paper from Osaka School of International Public Policy, Osaka University

Abstract: This paper investigates whether bosses can significantly enhance their subordinates' performance using an eight-wave panel dataset from a medium-sized Japanese firm comprising approximately 500 employees. The dataset is of all regular employees working in one manufacturing company including in both blue-collar and white-collar occupations of various division: Product, Sales, R&D, Planning, and Admin. About 40 supervisors were matched to their subordinates, and the evaluation outcomes were used to evaluate the workers' performance. The results showed that 'boss effects' were heterogeneous, displayed a one-year lag, and lasted for 2 years. It was also found that these effects remained significant, even when employees were assigned new/different supervisors.

Keywords: Supervisors; Managers; Performance management; Management development; Human resource development; Personnel management (search for similar items in EconPapers)
JEL-codes: M12 M54 (search for similar items in EconPapers)
Pages: 18 pages
Date: 2016-03
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Persistent link: https://EconPapers.repec.org/RePEc:osp:wpaper:16e003

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