The Effects of Individual Monetary Incentives With and Without Feedback

Bucklin, Barbara R.; McGee, Heather M.; Dickinson, Alyce M.

doi:10.1300/j075v23n02_05

Cited by 23 publications

(27 citation statements)

References 44 publications

(59 reference statements)

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“…The authors noted, however, that the effects of feedback in the contingent-money-plus-feedback condition could have carried over to the contingent-money-without-feedback condition. Bucklin, McGee, and Dickinson (2003) evaluated the effects of contingent money with and without feedback. Seven college students served as participants, and their correct performance on a computer-based task was measured.…”

mentioning

confidence: 99%

Evaluating the Relative Effects of Feedback and Contingent Money for Staff Training of Stimulus Preference Assessments

Roscoe

Fisher

Glover

et al. 2006

J of App Behav Analysis

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Performance feedback has facilitated the acquisition and maintenance of a wide range of behaviors (e.g., health-care routines, seat-belt use). Most researchers have attributed the effectiveness of performance feedback to (a) its discriminative functions, (b) its reinforcing functions, or (c) the combination of the two. In this study, we attempted to evaluate the relative contributions of the discriminative and reinforcing functions of performance feedback by comparing a condition in which the discriminative functions were maximized and the reinforcing functions were minimized (i.e., performance-specific instructions without contingent money) with one in which the reinforcing functions were maximized and the discriminative functions were minimized (i.e., contingent money with no performance-specific instructions). We compared the effects of these two conditions on the acquisition of skills involved in conducting two commonly used preference assessments. Results showed that acquisition of these skills occurred primarily in the condition with performance-specific instruction without contingent money, suggesting that the delivery of performance-specific instructions was critical to skill acquisition, whereas the delivery of contingent money had little effect.DESCRIPTORS: behavioral skills training, feedback, organizational behavior management, preference assessments, staff training

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mentioning

confidence: 99%

Evaluating the Relative Effects of Feedback and Contingent Money for Staff Training of Stimulus Preference Assessments

Roscoe

Fisher

Glover

et al. 2006

J of App Behav Analysis

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“…Bucklin and colleagues suggested that the higher levels of performance might have been maintained by the additional incentives earned and recommended that future researchers use a between-subjects design rather than within-subject reversal design to prevent sequence effects. Johnson et al (2008) obtained different results than Bucklin et al (2003) using a between-subjects design. In their study, Johnson and colleagues assessed the effects of feedback on the performance of individuals who received either hourly pay or individual monetary incentive pay.…”

Section: Monetary Incentives and Feedback Valuementioning

confidence: 84%

“…Balcazar et al (1985/86), Bucklin, McGee, andDickinson (2003), and Johnson, Dickinson, and Huitema (2008), for example, all reasoned that feedback might become a conditioned reinforcer when delivered with incentives. Extending that logic, they further suggested that if feedback does, in fact, become a conditioned reinforcer, then it might actually enhance the effects of the incentives, particularly when feedback is provided more frequently than the incentives.…”

Section: Monetary Incentives and Feedback Valuementioning

confidence: 99%

“…To examine that possibility, Bucklin et al (2003) evaluated the effects of individual monetary incentives with and without feedback. They also compared the effects of individual incentives versus hourly pay when feedback was provided with both.…”

Section: Monetary Incentives and Feedback Valuementioning

confidence: 99%

“…Differences in the feedback and pay procedures might account for the different results found by Bucklin et al (2003) and Johnson et al (2008). Bucklin and colleagues provided end-of-session feedback in which the number of points earned by an individual was displayed on the computer screen at the end of each session.…”

Section: Monetary Incentives and Feedback Valuementioning

confidence: 99%

See 2 more Smart Citations

Self-Solicited Feedback: Effects of Hourly Pay and Individual Monetary Incentive Pay

Slowiak

Dickinson

Huitema

2011

Journal of Organizational Behavior Management

Self Cite

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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.

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The development of a ‘best practice’ service for women in a medium‐secure psychiatric setting: treatment components and evaluation

Long

Fulton

Hollin

2008

Clin Psychology and Psychoth

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The inadequacy of inpatient facilities for women with severe psychiatric and co-morbid difficulties has been repeatedly documented. The establishment of effective therapeutic programmes for women in medium psychiatric facilities is also in their infancy, and little research has been undertaken. This article describes the development of a 'best practice' psychological treatment programme for women with a dual diagnosis. Emphasis is placed on the need to develop further intensive gender-specific services using an established model for effective therapeutic service development. In addition to a detailed description of the group therapy programme, staff training initiatives, methods for ensuring treatment integrity and a methodology for service evaluation is given.

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The Effects of Individual Monetary Incentives With and Without Feedback

Abstract: ABSTRACT. This study examined the effects of an individual monetary incentive system with and without feedback to determine if feedback would supplement the effects of incentives. Participants were seven college students who performed a computerized task called SYNWORK.

Cited by 23 publications

References 44 publications

Evaluating the Relative Effects of Feedback and Contingent Money for Staff Training of Stimulus Preference Assessments

Evaluating the Relative Effects of Feedback and Contingent Money for Staff Training of Stimulus Preference Assessments

Self-Solicited Feedback: Effects of Hourly Pay and Individual Monetary Incentive Pay

The development of a ‘best practice’ service for women in a medium‐secure psychiatric setting: treatment components and evaluation

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