Confidence Management: On Interpersonal Comparisons in Teams
AbstractOrganization differ in the degree to which they differentiate employees by ability. We analyse how the effect of differentiation on employee morale may explain this variation. By comparing employees using ordinary talk, a manager boosts the self-image of some, but hurts that of others. Whether the net effect is positive for the organization depends on the degree of synergy between employees and on the shape of their objective function. An implication for relative performance pay is that it yields a double dividend or constitutes a double-edged sword.
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Bibliographic InfoPaper provided by Tinbergen Institute in its series Tinbergen Institute Discussion Papers with number 07-040/1.
Date of creation: 30 May 2007
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Comparisons; Confidence; Teams; Cheap talk;
Find related papers by JEL classification:
- D82 - Microeconomics - - Information, Knowledge, and Uncertainty - - - Asymmetric and Private Information; Mechanism Design
- L23 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Organization of Production
- J31 - Labor and Demographic Economics - - Wages, Compensation, and Labor Costs - - - Wage Level and Structure; Wage Differentials
This paper has been announced in the following NEP Reports:
- NEP-ALL-2007-06-11 (All new papers)
- NEP-BEC-2007-06-11 (Business Economics)
- NEP-CBE-2007-06-11 (Cognitive & Behavioural Economics)
- NEP-LAB-2007-06-11 (Labour Economics)
- NEP-SOC-2007-06-11 (Social Norms & Social Capital)
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- Ghazala Azmat & Nagore Iriberri, 2012.
"The Provision of Relative Performance Feedback Information: An Experimental Analysis of Performance and Happiness,"
CEP Discussion Papers
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- Jurjen J.A. Kamphorst & Otto H. Swank, 2012. "The Role of Performance Appraisals in Motivating Employees," Tinbergen Institute Discussion Papers 12-034/1, Tinbergen Institute.
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