Bitte verwenden Sie diesen Link, um diese Publikation zu zitieren, oder auf sie als Internetquelle zu verweisen: https://hdl.handle.net/10419/162372 
Autor:innen: 
Erscheinungsjahr: 
2017
Quellenangabe: 
[Journal:] IZA World of Labor [ISSN:] 2054-9571 [Article No.:] 362 [Publisher:] Institute for the Study of Labor (IZA) [Place:] Bonn [Year:] 2017
Verlag: 
Institute for the Study of Labor (IZA), Bonn
Zusammenfassung: 
To align employees’ interests with the firm’s goals, employers often use performance-based pay, but designing such a compensation plan is challenging because performance is typically multifaceted. For example, a sales employee should be incentivized to sell the company’s product, but a focus on current sales without rewarding the salespeople according to the quality of the product and/or customer service may result in fewer future sales. To solve this problem, firms often increase the number of metrics by which they evaluate their employees, but complex compensation plans may be difficult for employees to understand.
Schlagwörter: 
incentives
multitasking
gaming
balanced scorecard
JEL: 
J33
Persistent Identifier der Erstveröffentlichung: 
Dokumentart: 
Article

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