The purpose of this study is to cross-validate HRM measurement instruments for
employability (individual competence-based approach) and innovative work behaviour …

We provide a behavioral account of subjective performance evaluation inflation (ie, leniency
bias) and compression (ie, centrality bias). When a manager observes noisy signals of …

Making use of a subjective performance appraisal system, it is a well-established fact that
many supervisors tend to assess the employees too good (leniency bias) and that the …

We provide the first empirical evidence of the role that calibration committees play in
subjective performance evaluation systems. Using proprietary data from a large …

This paper studies how altruism between managers and employees affects relational
incentive contracts. To this end, we develop a simple dynamic principal–agent model where …

We study the incentive effects of granting supervisors access to objective performance
information when agents work on multiple tasks. We first analyze a formal model showing …

A consistent empirical literature shows that in many organizations supervisors systematically
overrate their employees' performance. Such leniency bias is at odds with the standard …

In the German two-tiered system of corporate governance, it is not uncommon for chief
executive officers (CEOs) to become the chairman of the supervisory board of the same firm …

Most firms rely on subjective evaluations by supervisors to assess their employees'
performance. This article discusses the implementation of such appraisal processes …

The reputation information provided by market feedback systems tends to be compressed in
the sense that reliable and unreliable sellers have similar feedback scores. The experiment …