Two profile studies were conducted to examine the extent to which contingent pay systems influence the use of job performance information (feedback) 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 substantially moderated by other feedback available to the individual. The results suggest the supervisor plays a significant role mediating the effectiveness of pay system interventions.
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