Evaluations: Hidden Costs, Questionable Benefits, and Superior Alternatives
Research evaluation is praised as the symbol of modern quality management. We claim firstly, performance evaluations in research have higher costs than normally assumed, because the evaluated persons and institutions systematically change their behavior and develop counter strategies. Moreover, intrinsic work motivation is crowded out and undesired lock-in effects take place. Secondly, the benefits of performance evaluations are questionable. Evaluations provide too little information relevant for decision-making. In addition, they lose importance due to new forms of scientific cooperation on the internet. Thirdly, there exist superior alternatives. They consist in careful selection and supportive process coaching ï¿½ and then leave individuals and research institutions to direct themselves.
|Date of creation:||Sep 2006|
|Contact details of provider:|| Postal: Schönberggasse 1, CH-8001 Zürich|
Phone: +41-1-634 21 37
Fax: +41-1-634 49 82
Web page: http://www.econ.uzh.ch/
More information through EDIRC
References listed on IDEAS
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Dichev, Ilia D, 1999. "How Good Are Business School Rankings?," The Journal of Business, University of Chicago Press, vol. 72(2), pages 201-213, April.
- Tilman Brück & Andreas Stephan, 2005.
"Do Eurozone Countries Cheat with Their Budget Deficit Forecasts?,"
Discussion Papers of DIW Berlin
508, DIW Berlin, German Institute for Economic Research.
- Tilman Brück & Andreas Stephan, 2006. "Do Eurozone Countries Cheat with their Budget Deficit Forecasts?," Kyklos, Wiley Blackwell, vol. 59(1), pages 3-15, 02.
- Stephan, Andreas & Brück, Tilman, 2005. "Do Eurozone Countries Cheat with their Budget Deficit Forecasts?," Working Paper Series 2005,5, European University Viadrina Frankfurt (Oder), The Postgraduate Research Programme Capital Markets and Finance in the Enlarged Europe.
- Roland Bénabou & Jean Tirole, 2003. "Intrinsic and Extrinsic Motivation," Review of Economic Studies, Oxford University Press, vol. 70(3), pages 489-520.
- Carliss Y. Baldwin & Kim B. Clark, 2000. "Design Rules, Volume 1: The Power of Modularity," MIT Press Books, The MIT Press, edition 1, volume 1, number 0262024667.
- Butler, Linda, 2003. "Explaining Australia's increased share of ISI publications--the effects of a funding formula based on publication counts," Research Policy, Elsevier, vol. 32(1), pages 143-155, January.
- Fehr, Ernst & Schmidt, Klaus M., 2004.
"Fairness and Incentives in a Multi-Task Principle-Agent Model,"
CEPR Discussion Papers
4464, C.E.P.R. Discussion Papers.
- Ernst Fehr & Klaus M. Schmidt, 2004. "Fairness and Incentives in a Multi-task Principal-Agent Model," Scandinavian Journal of Economics, Wiley Blackwell, vol. 106(3), pages 453-474, October.
- Ernst Fehr & Klaus M. Schmidt, "undated". "Fairness and Incentives in a Multi-Task Principal-Agent Model," IEW - Working Papers 191, Institute for Empirical Research in Economics - University of Zurich.
- Fehr, Ernst & Schmidt, Klaus M., 2004. "Fairness and Incentives in a Multi-Task Principal-Agent Model," Discussion Papers in Economics 335, University of Munich, Department of Economics.
- Fehr, Ernst & Schmidt, Klaus M., 2004. "Fairness and incentives in a multi-task principal-agent model," Munich Reprints in Economics 20657, University of Munich, Department of Economics.
- Kathleen M. Eisenhardt, 1985. "Control: Organizational and Economic Approaches," Management Science, INFORMS, vol. 31(2), pages 134-149, February.
When requesting a correction, please mention this item's handle: RePEc:zur:iewwpx:302. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Marita Kieser)
If references are entirely missing, you can add them using this form.