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Optimal Promotion Policies with the Looking-Glass Effect

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  • Junichiro Ishida

    (Osaka University)

Abstract

This article considers a model where the agent is uncertain about his innate ability and instead makes an inference from others' (namely, the principal's) perception, as often emphasized in the psychology literature. When the principal has superior knowledge about the agent's productivity than the agent himself, the principal has an incentive to use promotions strategically to boost the agent's self-confidence. Within this framework the optimal promotion policy depends not only on the agent's current expected ability type but also on the history of his previous job assignments. We use this fact to explain why we rarely observe demotions in organizations.

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Bibliographic Info

Article provided by University of Chicago Press in its journal Journal of Labor Economics.

Volume (Year): 24 (2006)
Issue (Month): 4 (October)
Pages: 857-878

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Handle: RePEc:ucp:jlabec:v:24:y:2006:i:4:p:857-878

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Cited by:
  1. Koch, Alexander K. & Nafziger, Julia, 2007. "Job Assignments under Moral Hazard: The Peter Principle Revisited," IZA Discussion Papers 2973, Institute for the Study of Labor (IZA).
  2. Junichiro Ishida, 2006. "Contracting with Self-Esteem Concerns," OSIPP Discussion Paper 06E004Rev., Osaka School of International Public Policy, Osaka University, revised Nov 2006.
  3. Junichiro Ishida, 2012. "Promotion without Commitment: Signaling, Time Inconsistency and Decentralization of the Firm," ISER Discussion Paper 0843, Institute of Social and Economic Research, Osaka University.
  4. Junichiro Ishida, 2006. "Dynamically Sabotage-Proof Tournaments," OSIPP Discussion Paper 06E001, Osaka School of International Public Policy, Osaka University.
  5. Julia Nafziger, 2008. "Job Assignments, Intrinsic Motivation and Explicit Incentives," Bonn Econ Discussion Papers bgse5_2008, University of Bonn, Germany.
  6. Jurjen J.A. Kamphorst & Otto H. Swank, 2010. "When Galatea cares about her Reputation: How having Faith in your Workers reduces their Motivation to shine," Tinbergen Institute Discussion Papers 10-123/1, Tinbergen Institute.

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