The Impact of Contingent Reinforcement on Retail Salespersons' Performance Behaviors:

Abstract

This study systematically replicates an earlier field experiment (Luthans, Paul & Baker, 1981) that found a contingent reinforcement intervention having a positive impact on functional and dysfunctional performance behaviors of salespersons in a large department store, but no reversal when there was a return to baseline conditions. By using tighter controls in the field setting, the present study found generally similar results during the intervention but, importantly, also found a reversal to occur during the post intervention phase. Implications the results have for behavioral management of salespersons' performance are discussed.