2021
DOI: 10.2308/tar-2017-0652
|View full text |Cite
|
Sign up to set email alerts
|

The Role of Subjectivity in Mitigating Incentive Contracting Risks

Abstract: We examine how subjectivity in performance measurement and reward systems (PMRS) is used to mitigate incentive contracting risks. Drawing on data from 38 interviews with supervisory and subordinate managers in four firms, we provide a more comprehensive explanation of the role of subjectivity in risk mitigation than is evident in the prior literature. We provide empirical evidence of the importance firms place on the use of subjectivity to mitigate the risk of incentive misalignment and employee sorting errors… Show more

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
1

Citation Types

0
2
0

Year Published

2022
2022
2024
2024

Publication Types

Select...
5

Relationship

0
5

Authors

Journals

citations
Cited by 12 publications
(2 citation statements)
references
References 53 publications
0
2
0
Order By: Relevance
“…Because this is an interpretive, qualitative study, our goal was “theoretical generalisation” (see for example Lillis et al , 2022), which “pays attention to social structures and processes and the context they create for individual and organisational beliefs and behaviours” (Parker and Northcott, 2016, p. 1111). We do this by comparing our evidence and findings to the existing literature to contribute to knowledge.…”
Section: Methodsmentioning
confidence: 99%
“…Because this is an interpretive, qualitative study, our goal was “theoretical generalisation” (see for example Lillis et al , 2022), which “pays attention to social structures and processes and the context they create for individual and organisational beliefs and behaviours” (Parker and Northcott, 2016, p. 1111). We do this by comparing our evidence and findings to the existing literature to contribute to knowledge.…”
Section: Methodsmentioning
confidence: 99%
“…Moreover, based on qualitative interviews with managers from four companies,Lillis et al (2022) find evidence for the role of calibration in the ranking of employees and in reducing errors and biases in assessments within three of these companies. At the same time, the authors also document potential biases introduced within the calibration process.…”
mentioning
confidence: 96%