In this paper, we study the impact of the management evaluation strategies that are aimed at achieving a balance between rewarding the cooperative behavior of employees and their economic performance. We developed a model in the NetLogo simulation environment that incorporates many socioeconomic aspects such as the stress, effort, and productivity of employees as well as insights into managing cooperativeness and the performance of individual workers. We conducted a series of simulations, each representing a 10-year lifespan of an organization, and the results reveal that organizations achieve the highest performance when management prefers to reward the cooperative behavior of employees instead of performance. The detailed results are provided and discussed in the paper, as are the future directions that the research could take as well as possible extensions of the model presented.