Supervisory feedback versus a multi-level performance management system: A comparison of effectiveness, cost and social acceptability.

摘要

A typical supervisor feedback intervention was compared to a more comprehensive multi-level performance management package. The procedures were implemented on 28 residential wards and 7 administrative areas of a large mental health facility. Throughout all conditions measurements were made of the cleanliness of the areas, implementation of independent variables and completion of other major job functions. During the supervisor feedback phase, supervisors completed a weekly performance checklist in each area, then gave vocal and graphic feedback to the custodial worker. The multi-level system procedures included all aspects of the supervisor feedback intervention remained plus weekly reliability checks with supervisors, public posting of group cleanliness scores and supervisory performance, feedback to supervisors on implementation of the feedback procedures and social reinforcement from upper level administrators.; The supervisor feedback technique led to only slight mean increases in cleanliness. Implementation of the multi-level system led to more substantial improvements and closer correspondence between the observers' and supervisors' scores. Data collected on supervisor job duties indicate generally high performance even though no procedures were in effect for these behaviors.; The multi-level system was associated with higher, but still nominal, costs for materials and printing, and required the expenditure of more department head time. Measurements of staff satisfaction indicated supervisors felt more positively about the system than did custodial workers, but there was no change in overall job satisfaction for either group.