Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/323807 
Year of Publication: 
2024
Citation: 
[Journal:] Industrial Relations: A Journal of Economy and Society [ISSN:] 1468-232X [Volume:] 64 [Issue:] 3 [Publisher:] Wiley [Year:] 2024 [Pages:] 395-433
Abstract: 
Abstract In this article, we study whether performance evaluations can serve as an instrument for firms to increase employee retention. Feedback on one's own performance may affect individual turnover intentions differently depending on the relative wage rank of workers among their peers. In line with these considerations, empirical evidence based on panel employer–employee data shows that relatively low‐paid employees decrease their turnover intentions after the implementation of a performance evaluation system at the establishment level. We find no effect for relatively high‐paid employees.
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Document Type: 
Article
Document Version: 
Published Version
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