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Performance, Promotion, and the Peter Principle Author info | Abstract | Publisher info | Download info | Related research | Statistics Fairburn, James A
Malcomson, James M
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This paper considers why organizations use promotions, rather than just monetary bonuses, to motivate employees even though this may conflict with efficient assignment of employees to jobs. When performance is unverifiable, use of promotion reduces the incentive for managers to be affected by influence activities that would blunt the effectiveness of monetary bonuses. When employees are risk neutral, use of promotion for incentives need not distort assignments. When they are risk averse, it may--sufficient conditions for this are given. The distortion may be either to promote more employees than is efficient (the Peter Principle effect) or fewer. Copyright 2001 by The Review of Economic Studies Limited
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Article provided by Blackwell Publishing in its journal Review of Economic Studies .
Volume (Year): 68 (2001)
Issue (Month): 1 (January)
Pages: 45-66
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Handle: RePEc:bla:restud:v:68:y:2001:i:1:p:45-66Contact details of provider: Web page: http://www.blackwellpublishing.com/journal.asp?ref=0034-6527
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Paper James Malcomson & James Fairburn, 2000.
"Performance, Promotion, and the Peter Principle ,"
Economics Series Working Papers
026, University of Oxford, Department of Economics.
Fairburn, J.A. & Malcomson, J.M., 2000.
"Performance, Promotion, and the Peter Principle ,"
Economics Series Working Papers
9926, University of Oxford, Department of Economics.
Fairburn, J.A. & Malcomson, J.M., 1995.
"Performance, Promotion, and the Peter Principle ,"
UFAE and IAE Working Papers
304.95, Unitat de Fonaments de l'Anàlisi Econòmica (UAB) and Institut d'Anàlisi Econòmica (CSIC).
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