Performance feedback and productivity: Evidence from a field experiment
通过在一家财富500强企业的配送中心进行实地实验，研究了个人和相对绩效反馈如何影响员工努力程度，发现员工会根据反馈调整努力，且对低生产率员工影响更大。
We theorize that employees use the performance feedback they receive to reassess their beliefs about the marginal benefit of their effort, which may lead them to increase or reduce their effort. To test our model, we conduct a field experiment at the distribution center of a Fortune 500 firm where employees receive individual performance pay, and we study two types of feedback, individual and relative. The results show that employees react to feedback content in a way that is consistent with the model: They increase their effort if the information provided implies that the marginal benefit of increasing effort is high and decrease it if they learn that it is low. Moreover, performance feedback has a greater impact on the lower quantiles of the distribution of productivity.