Performance feedback: its effectiveness in the management of job performance

The current study investigated the efficacy of performance feedback with or without consequences on the reduction of overtime used by house managers to staff residential programs at a local human services agency. The intervention involved the use of a novel report, the Financial Report, which listed the weekly amount of overtime over the course of the study and included a graphic depiction of overtime. The Financial Report was sent each week. Depending on the performance of the managers, a consequence was added to the treatment package. One manager received no consequences to determine if performance feedback alone would prove effective. Results showed a significant decrease in the amount of overtime used by all three participants. Results of a social validity questionnaire gave some anecdotal indication as to the behavioral function underlying each component of the intervention. Directions for future research were discussed and include clarifying the behavioral function of interventions involving performance feedback.