@article{oai:iuj.repo.nii.ac.jp:00000518,
 author = {高橋, 新吾 and 大湾, 秀雄 and 都留, 康 and 上原, 克仁 and Takahashi, Shingo and Owan, Hideo and Tsuru, Tsuyoshi and Uehara, Katsuhito},
 journal = {Economics & Management Series},
 month = {Aug},
 note = {Subjective performance evaluation serves as a double-edged sword. While it can mitigate multitasking agency problems, it also opens the door to evaluators' biases, resulting in lower job satisfaction and a higher rate of worker quits. Using the personnel records of individual sales representatives in a major car sales company in Japan, we provide direct evidence for both sides of subjective performance evaluation: (1) the sensitivity of evaluations to sales performance declines with the marginal productivity of hard-to-measure tasks, and (2) measures of potential evaluation bias we construct are positively associated with worker quits, after correcting for possible endogeneity biases},
 title = {Multitasking Incentives and Biases in Subjective Performance Evaluation},
 year = {2014},
 yomi = {タカハシ, シンゴ and オワン, ヒデオ and ツル, ツヨシ and ウエハラ, カツヒト}
}