Strategic Manipulation in Peer Performance Evaluation: Evidence from the Field

@inproceedings{Huang2017StrategicMI,
  title={Strategic Manipulation in Peer Performance Evaluation: Evidence from the Field},
  author={Yifei Huang and Matthew Shum and Xi Wu and Jason Zezhong Xiao},
  year={2017}
}
This study examines strategic behavior in “360-degree” performance appraisal systems, in which an employee is evaluated by her supervisor, subordinate(s), peers (colleagues) and herself. Using proprietary data from a mid-sized Chinese accounting firm, we find that employees manipulate their ratings to peers: they grant better ratings to their less qualified peers while giving poorer ratings to their more qualified peers, compared with evaluations from employees who are not peers. In addition… 

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