Subjective Performance Incentives / 主观绩效激励

Subjective performance incentives are 79.各位领导，但凡咱学点博弈论：契约理论如何解释职场管理’s frame for work that cannot be cleanly measured by a simple output metric. Administrative, secretarial, logistics, editorial, research, and coordination work may matter greatly while remaining hard to attribute to revenue, sales, or immediate results.

The source’s warning is that subjective evaluation creates its own incentives. If a manager’s judgment dominates compensation and promotion, employees may rationally invest in flattery or image management instead of truthful information, useful dissent, or long-lag work.

Key Claims

• Objective metrics can miss contribution when work is delayed, collaborative, supportive, or luck-exposed.
• Subjective judgment is sometimes necessary, but it requires managerial competence, conscience, and institutional checks.
• Flattery is often an incentive product rather than only a personality defect.
• Organizations should raise objective weighting when truth and measurable outcomes matter more, and use subjective judgment cautiously where execution quality is hard to observe.

Connections

• Workplace Incentive Design, Ratchet Effect In The Workplace / 职场棘轮效应, and Mixed Incentive Contracts / 组合激励契约 - workplace incentive branch.
• Information Asymmetry In Contracts / 契约中的信息不对称 and Signal Design / 信号设计 - hidden contribution and image-signal mechanics.
• Goodhart’s Law, Workplace Metric Gaming, and Truthful Social Proof - adjacent existing management concepts.