CONTINGENT PAY SYSTEMS AND JOB-PERFORMANCE FEEDBACK

Two profile studies were conducted to examine the extent to which cont ingent pay systems influence the use of job performance information (f eedback) provided by the task supervisor, and changes in pay. Although task and supervisory feedback showed patterns of use similar to those found in previous field research, no moderating effects attributable to pay system were found. Instead it was the effect of pay that was su bstantially moderated by other feedback available to the individual. T he results suggest the supervisor plays a significant role mediating t he effectiveness of pay system interventions.