000			01297nam a22001457a 4500
999			_c523236 _d523236
008			230802b ||||| |||| 00| 0 eng d
100			_aYu, S., Yoo, E.J. and Kim, S. _942197
245			_aThe effects of performance evaluation on punishment in organisations
260			_aInternational Review of Administrative Sciences
300			_a89(2), Jun, 2023: p.484-500
520			_aThis article expands understanding of the relationship between punishment and performance in organisations. We analyse Korean data on performance and punishment as follows. While prior literature has focused on the effect of punishment on performance, this article examines the effect of performance gaps on punishment. Based on behavioural theory, strategic reference point theory and principal–agent theory, it sheds light on the negative relationship between performance gaps (cause) and punishment (effect). The article demonstrates that low performers are more often punished and high performers less so (i.e. a negativity bias). Our results also show that organisations prioritise light punishment over heavy punishment when disciplining employees in response to performance. – Reproduced
773			_aInternational Review of Administrative Sciences
906			_aPUBLIC ADMINISTRATION
942			_cAR