Management of Social Incentives in Air Force Technical Training: A Field Experiment.

摘要

This report presents the rationale, design, and results of a field experiment which explored the use of social incentives in Air Force technical training. Four experimental treatments of varying complexity were introduced sequentially into a resident training avionics course. These treatments attempted to increase the incidence of student leadership behaviors on the assumption that social interaction would be reinforcing and lead to improved performance. Dependent variables included block exam scores, time to complete blocks, and student attitudes. Results showed that none of the experimental systems had an appreciable effect on performance. One system, however, did have a significant positive effect on student attitudes toward fellow trainees. Various alternative explanations are proposed along with suggestions for future research.