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Subjective Performance Indicators and Discretionary Bonus Pools
16 references·16 citing·40 second hopsampled
Subjective Performance Indicators and Discretionary Bonus Pools (2006)Subjective Performance Indicators and Dis…Relational Incentive Contracts (2003)Relational Incentive ContractsThe Theory of Incentives: The Principal-Agent Model (2001)The Theory of Incentives: The…Incomplete Contracts and Strategic Ambiguity (1997)Incomplete Contracts and Stra…Subjective Performance Measures in Optimal Incentive Contracts (1994)Subjective Performance Measur…Performance Measure Congruity and Diversity in Multi-Task Principal/Agent Relations. (1994)Performance Measure Congruity…Subjective Performance Measures in Optimal Incentive Contracts (1993)Subjective Performance Measur…An Analysis of the Principal-Agent Problem (1992)An Analysis of the Principal-…Multitask Principal–Agent Analyses: Incentive Contracts, Asset Ownership, and Job Design (1991)Multitask Principal–Agent Ana…Sensitivity, Precision, and Linear Aggregation of Signals for Performance Evaluation (1989)Sensitivity, Precision, and L…Justifying the First-Order Approach to Principal-Agent Problems (1988)Justifying the First-Order Ap…The Existence of Self-Enforcing Implicit Contracts (1987)The Existence of Self-Enforci…The First-Order Approach to Principal-Agent Problems (1985)The First-Order Approach to P…An Analysis of the Principal-Agent Problem (1983)An Analysis of the Principal-…Moral Hazard in Teams (1982)Moral Hazard in TeamsIncentives in Public Decision-Making. (1980)Incentives in Public Decision…Moral Hazard and Observability (1979)Moral Hazard and ObservabilityCognitive biases in implementing a performance management system: behavioral strategy for supporting managers’ decision-making processes (2022)Cognitive biases in implement…How Work Orientation Impacts Objective Career Outcomes via Managerial (Mis)perceptions (2021)How Work Orientation Impacts …The Role of Calibration Committees in Subjective Performance Evaluation Systems (2018)The Role of Calibration Commi…Credence Goods, Costly Diagnosis and Subjective Evaluation (2017)Credence Goods, Costly Diagno…Compensation or feedback: Motivating performance in multidimensional tasks (2016)Compensation or feedback: Mot…Managers' Discretionary Adjustments: The Influence of Uncontrollable Events and Compensation Interdependence (2013)Managers' Discretionary Adjus…25. Relational Incentive Contracts (2013)25. 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(2005)A Continuous-Time Version of the Principal–Agent Problem (2008)Relational Contracts and Organizational Capabilities (2011)The Economic Theory of Agency: The Principal's Problem. (1973)Good News and Bad News: Representation Theorems and Applications (1981)Incomplete Contracts and Renegotiation (1988)Managerial Incentive Problems: A Dynamic Perspective (1999)The Nature of the Firm (1937)The choice of organizational form The case of franchising (1987)The Economic Institutions of Capitalism (1987)Fairness and Retaliation: The Economics of Reciprocity (2000)The New Institutional Economics: Taking Stock, Looking Ahead (2000)Intrinsic and Extrinsic Motivation (2003)General purpose technologies ‘Engines of growth’? (1995)A Behavioral Approach to the Rational Choice Theory of Collective Action Presidential Address, American political Science Association, 1997 (2010)Incomplete Contracts: Where do We Stand? (1999)Relational Contracts and the Theory of the Firm (2002)The Effects of Human Resource Management Practices on Productivity: A Study of Steel Finishing Lines (1997)Using Cost Observation to Regulate Firms (1986)Incentives in Principal-Agent Relationships (1991)The Tenuous Trade‐off between Risk and Incentives (2002)
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References

  • 1979Moral Hazard and Observability8,358 cited
  • 1991Multitask Principal–Agent Analyses: Incentive Contracts, Asset Ownership, and Job Design6,042 cited
  • 1982Moral Hazard in Teams4,992 cited
  • 1983An Analysis of the Principal-Agent Problem2,127 cited
  • 2001The Theory of Incentives: The Principal-Agent Model2,041 cited
  • 1992An Analysis of the Principal-Agent Problem1,913 cited
  • 2003Relational Incentive Contracts1,103 cited
  • 1994Subjective Performance Measures in Optimal Incentive Contracts955 cited
  • 1993Subjective Performance Measures in Optimal Incentive Contracts921 cited
  • 1994Performance Measure Congruity and Diversity in Multi-Task Principal/Agent Relations.914 cited
  • 1989Sensitivity, Precision, and Linear Aggregation of Signals for Performance Evaluation877 cited
  • 1985The First-Order Approach to Principal-Agent Problems870 cited
  • 1987The Existence of Self-Enforcing Implicit Contracts656 cited
  • 1980Incentives in Public Decision-Making.609 cited
  • 1988Justifying the First-Order Approach to Principal-Agent Problems511 cited
  • 1997Incomplete Contracts and Strategic Ambiguity

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499 cited

Cited by

  • 2011How Control System Design Influences Performance Misreporting127 cited
  • 201325. Relational Incentive Contracts126 cited
  • 2009Managing White‐Collar Work: An Operations‐Oriented Survey112 cited
  • 2009Objective versus Subjective Indicators of Managerial Performance108 cited
  • 2007Performance Measure Congruity and the Balanced Scorecard87 cited
  • 2010Discretion in Bonus Plans85 cited
  • 2007Relative rewards within team-based compensation79 cited
  • 2011Dividing the Pie: The Influence of Managerial Discretion Extent on Bonus Pool Allocation*77 cited
  • 2009Nonfinancial Information and Accounting: A Reconsideration of Benefits and Challenges74 cited
  • 2016Compensation or feedback: Motivating performance in multidimensional tasks70 cited
  • 2013Managers' Discretionary Adjustments: The Influence of Uncontrollable Events and Compensation Interdependence63 cited
  • 2003Accounting in Partnerships63 cited
  • 2017Credence Goods, Costly Diagnosis and Subjective Evaluation60 cited
  • 2018The Role of Calibration Committees in Subjective Performance Evaluation Systems59 cited
  • 2022Cognitive biases in implementing a performance management system: behavioral strategy for supporting managers’ decision-making processes55 cited
  • 2021How Work Orientation Impacts Objective Career Outcomes via Managerial (Mis)perceptions54 cited