Self-solicited feedback: Effects of hourly pay and individual monetary incentive pay

Julie M. Slowiak, Alyce M. Dickinson, Bradley E. Huitema

Research output: Contribution to journalArticle

11 Scopus citations

Abstract

The frequency of feedback solicitation under hourly pay and individual monetary incentive pay conditions was examined. A between-subjects design was used with 30 college students in the two groups. Participants attended three experimental sessions and entered the cash value of simulated bank checks presented on a computer screen. Performance was higher for individuals who were paid incentives; however, participants who were paid incentives did not self-solicit feedback more than those who were paid hourly. Rather, participants in both groups solicited feedback quite frequently. Additionally, performance was not related to feedback solicitation. These results suggest that the incentives did not make feedback more reinforcing even though the incentives were functional rewards and the feedback was correlated with the amount of pay earned: the better the feedback, the more pay participants earned. The results also support the position that it may be necessary to pair objective feedback with an evaluative component to enhance performance.

Original languageEnglish (US)
Pages (from-to)3-20
Number of pages18
JournalJournal of Organizational Behavior Management
Volume31
Issue number1
DOIs
StatePublished - Jan 2011

Keywords

  • Hourly pay
  • Incentive pay
  • Self-solicited feedback

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