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Appendix Overview of Questionnaire Items 129
130 RPE-Use Q1 a. Do you feel that the performance of your peers (inside or outside your organization) is a point of reference for your superior when evaluating your performance? b. Consider a situation where your actual performance is substantially better than your peers (inside or outside your organization). Would this situation influence your performance evaluation? c. Consider a situation where your actual performance is substantially worse than your peers (inside or outside your organization). Would this situation influence your performance evaluation? scale: not at all (1) - a little (2) - somewhat (3) - quite a bit (4) - very much (5) - I don’t know (0) RPE-based-Targets Q2 We wish to understand the relative importance of a number of performance measures used. Please indicate these weights for each of these measures. a. Weights of the performance measures per level items: company level - business unit level - within business unit level - individual level b. Measures at the business unit level items: return measures - profit measures - disaggregated measures - nonfinancial measures c. Measures at the within business unit level items: return measures - profit measures - disaggregated measures - nonfinancial measures scale: percentage: weight of measures source: Bouwens en Van Lent (2007) (modified) Q3 To what extent does the performance of your peers influence the height of your target and/or budget, for each of the following performance measures? items: business unit level return measures - business unit level profit measures - business unit level disaggregated measures - business unit level nonfinancial measures scale: to no extent (1) - some extent (3) - very great extent (5) - n/a Environmental Uncertainty Q4 How often do factors, external to your business unit, substantially influence your business unit’s performance? scale: (almost) never (1) - occasionally (2) - regularly (3) - quite often (4) - continuously (5)
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Relative Performance Evaluation in
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NYENRODE BUSINESS UNIVERSITEIT Rela
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Table of Contents Preface 1 General
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Preface Why do people make things h
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2 CHAPTER 1. GENERAL INTRODUCTION I
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4 CHAPTER 1. GENERAL INTRODUCTION o
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6 CHAPTER 1. GENERAL INTRODUCTION T
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8 CHAPTER 1. GENERAL INTRODUCTION F
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10 CHAPTER 1. GENERAL INTRODUCTION
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Chapter 2 The Use of Relative Perfo
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2.1. INTRODUCTION 15 is not a promi
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2.2. THEORETICAL BACKGROUND 17 The
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2.2. THEORETICAL BACKGROUND 19 Sinc
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2.2. THEORETICAL BACKGROUND 21 who
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2.2. THEORETICAL BACKGROUND 23 suff
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2.3. SAMPLE AND MEASUREMENT 25 2.2.
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2.3. SAMPLE AND MEASUREMENT 29 can
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2.3. SAMPLE AND MEASUREMENT 31 Comp
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2.3. SAMPLE AND MEASUREMENT 33 this
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2.3. SAMPLE AND MEASUREMENT 35 Emph
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2.4. ANALYSES 37 2.4 Analyses This
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2.4. ANALYSES 39 Table 2.8: RPE use
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2.4. ANALYSES 41 2.4.2 Correlations
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2.4. ANALYSES 43 Concerning the con
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2.4. ANALYSES 45 Table 2.13: Result
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2.4. ANALYSES 47 Table 2.15: Summar
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2.5. CONCLUSIONS AND DISCUSSION 49
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2.5. CONCLUSIONS AND DISCUSSION 51
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2.6. CONTRACTIBILITY MIMIC MODEL (A
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2.6. CONTRACTIBILITY MIMIC MODEL (A
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2.7. ANALYSES FOR FOR-PROFIT BUS (A
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Chapter 3 Does Relative Performance
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3.1. INTRODUCTION 61 Holmstrom’s
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3.2. DEVELOPMENT OF THE MODEL 63 3.
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3.2. DEVELOPMENT OF THE MODEL 65 RP
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3.3. SAMPLE AND MEASUREMENT 67 3.3
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3.3. SAMPLE AND MEASUREMENT 71 Tabl
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3.3. SAMPLE AND MEASUREMENT 73 Tabl
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3.4. ANALYSES 75 3.4 Analyses This
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3.4. ANALYSES 77 Table 3.9: Pearson
Page 88 and 89: 3.4. ANALYSES 79 Table 3.10: Result
Page 90 and 91: 3.4. ANALYSES 81 Table 3.11: Result
Page 92 and 93: 3.4. ANALYSES 83 Larcker & Rusticus
Page 94 and 95: 3.5. CONCLUSIONS AND DISCUSSION 85
Page 96 and 97: Chapter 4 Does Relative Performance
Page 98 and 99: 4.1. INTRODUCTION 89 Moreover, chap
Page 100 and 101: 4.2. DEVELOPMENT OF THE MODEL 91 is
Page 102 and 103: 4.2. DEVELOPMENT OF THE MODEL 93 Sp
Page 104 and 105: 4.3. SAMPLE AND MEASUREMENT 95 4.3
Page 106 and 107: 4.3. SAMPLE AND MEASUREMENT 97 To i
Page 108 and 109: 4.3. SAMPLE AND MEASUREMENT 99 of R
Page 110 and 111: 4.3. SAMPLE AND MEASUREMENT 101 Tab
Page 112 and 113: 4.4. ANALYSES 103 Table 4.8: Items
Page 114 and 115: 4.4. ANALYSES 105 RPE use ✻ Posit
Page 116 and 117: 4.4. ANALYSES 107 The model does sh
Page 118 and 119: 4.4. ANALYSES 109 RPE and RFMO. Mor
Page 120 and 121: 4.4. ANALYSES 111 room for manageri
Page 126 and 127: Chapter 5 Conclusion 5.1 Summary, C
Page 128 and 129: 5.1. SUMMARY, CONCLUSIONS AND DISCU
Page 134 and 135: 5.2. IMPLICATIONS FOR PRACTICE 125
Page 136 and 137: 5.3. LIMITATIONS AND SUGGESTIONS FO
Page 140 and 141: Q5 How often do the following thing
Page 142 and 143: Q14 When serving your clients, how
Page 144 and 145: Q23 Please indicate whether you agr
Page 146 and 147: Noise Q34 NOISE (primary measure) P
Page 148 and 149: References 1. Abernethy, M.A., Bouw
Page 150 and 151: 26. Diamantopoulos, A. & Siguaw, J.
Page 152 and 153: 52. Himmelberg, C.P. & Hubbard R.G.
Page 154: 83. Towry, K. 2003. ‘Control in a
Page 157 and 158: 148 beïnvloeden, veroorzaken ruis
Page 160 and 161: Biography Hilco van Elten (1979) ho
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