Relative performance feedback: Effective or dismaying?

Gjedrem, William Gilje

doi:10.1016/j.socec.2018.02.008

Cited by 11 publications

(3 citation statements)

References 31 publications

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“…Previous studies have found that the impact of feedback depends on the subjects' expectations about their own performance (Gjedrem, 2018;Kuhnen and Tymula, 2012). Workers' response to feedback may also depend on expectations they hold about the leadership style of their respective manager.…”

Section: Gendered Expectations and Perception Of Feedbackmentioning

confidence: 99%

Do Workers Discriminate against Female Bosses?

Abel¹

2022

J. Human Resources

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Any opinions expressed in this paper are those of the author(s) and not those of IZA. Research published in this series may include views on policy, but IZA takes no institutional policy positions. The IZA research network is committed to the IZA Guiding Principles of Research Integrity. The IZA Institute of Labor Economics is an independent economic research institute that conducts research in labor economics and offers evidence-based policy advice on labor market issues. Supported by the Deutsche Post Foundation, IZA runs the world's largest network of economists, whose research aims to provide answers to the global labor market challenges of our time. Our key objective is to build bridges between academic research, policymakers and society. IZA Discussion Papers often represent preliminary work and are circulated to encourage discussion. Citation of such a paper should account for its provisional character. A revised version may be available directly from the author.

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Section: Gendered Expectations and Perception Of Feedbackmentioning

confidence: 99%

Do Workers Discriminate against Female Bosses?

Abel¹

2022

J. Human Resources

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“…People tend to react negatively when their expectations are violated. 15 This also applies to workers' reaction to feedback that contradict expectations about their own performance (Gjedrem, 2018;Kuhnen and Tymula, 2012). This is important in the context of gender discrimination, as numerous studies document that people hold gendered expectations.…”

Section: Gendered Expectations and The Perception Of Feedbackmentioning

confidence: 99%

The Effect of Manager Gender and Performance Feedback: Experimental Evidence from India

Abel¹,

Buchman²

2020

SSRN Journal

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“…Studies have shown that PRF may backfire in situations where participants are compensated under tournament-like incentives akin to schemes that are in place in many firms, where the top-performing employees receive a bonus [8]. Indeed, the cognitive costs associated with a change of strategy to adopt best practices often lead to further improvement for a minority of already excellent performers, and to a deterioration in performance for the rest of the population [9].…”

Section: Introductionmentioning

confidence: 99%

Don’t follow the leader: how ranking performance reduces meritocracy

Livan

2019

R. Soc. open sci.

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In the name of meritocracy, modern economies devote increasing amounts of resources to quantifying and ranking the performance of individuals and organizations. Rankings send out powerful signals, which lead to identifying the actions of top performers as the ‘best practices’ that others should also adopt. However, several studies have shown that the imitation of best practices often leads to a drop in performance. So, should those lagging behind in a ranking imitate top performers or should they instead pursue a strategy of their own? I tackle this question by numerically simulating a stylized model of a society whose agents seek to climb a ranking either by imitating the actions of top performers or by randomly trying out different actions, i.e. via serendipity. The model gives rise to a rich phenomenology, showing that the imitation of top performers increases welfare overall, but at the cost of higher inequality. Indeed, the imitation of top performers turns out to be a self-defeating strategy that consolidates the early advantage of a few lucky—and not necessarily talented—winners, leading to a very unequal, homogenized and effectively non-meritocratic society. Conversely, serendipity favours meritocratic outcomes and prevents rankings from freezing.

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Relative performance feedback: Effective or dismaying?

Cited by 11 publications

References 31 publications

Do Workers Discriminate against Female Bosses?

Do Workers Discriminate against Female Bosses?

The Effect of Manager Gender and Performance Feedback: Experimental Evidence from India

Don’t follow the leader: how ranking performance reduces meritocracy

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