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Subjective evaluation of performance through individual evaluation interview : theory and empirical evidence from France

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  • Marc-Arthur Diaye

    () (CEE - Centre d'études de l'emploi - M.E.N.E.S.R. - Ministère de l'Éducation nationale, de l’Enseignement supérieur et de la Recherche - Ministère du Travail, de l'Emploi et de la Santé, EPEE - Centre d'Etudes des Politiques Economiques - UEVE - Université d'Évry-Val-d'Essonne)

  • Nathalie Greenan

    () (CEE - Centre d'études de l'emploi - M.E.N.E.S.R. - Ministère de l'Éducation nationale, de l’Enseignement supérieur et de la Recherche - Ministère du Travail, de l'Emploi et de la Santé)

  • Michal Urdanivia

    () (CEE - Centre d'études de l'emploi - M.E.N.E.S.R. - Ministère de l'Éducation nationale, de l’Enseignement supérieur et de la Recherche - Ministère du Travail, de l'Emploi et de la Santé, CES - Centre d'économie de la Sorbonne - CNRS - Centre National de la Recherche Scientifique - UP1 - Université Panthéon-Sorbonne)

Abstract

Individual evaluation interviews have become a widespread practice. 52 % of employees in French manufacturing firms over 50 employees declared an annual individual evaluation interview in 1997. However whereas the problem of constructing an optimal contract with subjective evaluation (which is defined simply as a signal in most papers) receives a large attention, firm-level evaluation interviews are strikingly left aside from economic analysis. This paper aims at identifying the underlying logics of individual evaluation interviews in the case of individual production and of team production. Especially, it aims at analyzing the relationships between effort, wage distribution within the firms and individual evaluation interviews. From a theoretical standpoint, three papers by Alchian and Demsetz (1972), by Che and Yoo (2001) and by MacLeod (2003) are closely related to our paper and from an empirical point of view, a recent paper by Engellandt and Riphahn (2004). We test in our paper four predictions. First, evaluation interviews have a positive impact on effort. Second, evaluation interviews increase the effort through twoeffects : the classical incentive effect and also a high selection effect. Third, evaluation interviews are associated with positive beliefs regarding wage and work recognition. Finally, evaluation interviews are associated with monetary gains for employees. These predictions are tested using a matched employer/employee survey on Computerization and Organizational Change (survey «Changements Organisationnels et Informatisation», C.O.I.), conducted in 1997 over a sample of about 4 000 firms and 9 000 employees.

Suggested Citation

  • Marc-Arthur Diaye & Nathalie Greenan & Michal Urdanivia, 2006. "Subjective evaluation of performance through individual evaluation interview : theory and empirical evidence from France," Université Paris1 Panthéon-Sorbonne (Post-Print and Working Papers) halshs-00118943, HAL.
  • Handle: RePEc:hal:cesptp:halshs-00118943
    Note: View the original document on HAL open archive server: https://halshs.archives-ouvertes.fr/halshs-00118943
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    Cited by:

    1. Martin, Ludivine, 2007. "The impact of technological changes on incentives and motivations to work hard," IRISS Working Paper Series 2007-15, IRISS at CEPS/INSTEAD.
    2. Marc-Arthur Diaye & Nathalie Greenan & Michal Urdanivia, 2007. "Subjective Evaluation of Performance Through Individual Evaluation Interview: Empirical evidence from France," NBER Working Papers 12979, National Bureau of Economic Research, Inc.
    3. Marc-Arthur Diaye & Nathalie Greenan & Michal W. Urdanivia, 2008. "Subjective Evaluation of Performance and Evaluation Interview: Empirical Evidence from France," NBER Chapters,in: The Analysis of Firms and Employees: Quantitative and Qualitative Approaches, pages 107-131 National Bureau of Economic Research, Inc.

    More about this item

    Keywords

    Evaluation subjective; modèle Principal-Agent; super-modularité; économie des Ressources Humaines.; super-modularity; Subjective evaluation; Principal-Agent model; personnel economics; super-modularity.;

    JEL classification:

    • M50 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics - - - General
    • M54 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics - - - Labor Management

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