performance

Uncertainty in the identity of an evaluator discourages evaluator-specific influence activities and significantly improves state employees’ performance

By leveraging peer-learning effects, group-based consulting can be cheaper and more effective than individual interventions in improving SME performance

Evidence from Pakistan shows that governments can use the postings of bureaucrats to improve their performance

When monitoring job performance proves too costly, paying for ability can be as effective as pay-for-performance schemes, but cheaper to implement