Performance Feedback and Probabilistic Bonus Contingencies Among Employees in a Human Service Organization

Abstract

The present study examined the effects of performance feedback on the behavior of front line supervisory employees at a social service agency. A multiple baseline across three participants was used with three different feedback procedures consisting of verbal feedback, verbal plus individual comparative graphic feedback, and verbal feedback, graphic feedback and a lottery for financial rewards. When verbal feedback alone was applied, performance targets increased relative to baseline. When graphic feedback was added to verbal feedback, no clear additional differences were evident. After adding a lottery-based financial incentive program to the treatment package, target responding increased greatly. Implications for the use of lottery-based financial incentives in the context of human service delivery are discussed.

Key Words:

• Performance management
• bonus plans
• human services
• clinical outcomes
• staff management