 Can digital feedback increase employee performance and energy efficiency in firms? Evidence from a field experimentChristin Hoffmann and Kirsten Thommes Journal of Economic Behavior & Organization, 2020, vol. 180, issue C, 49-65 Abstract: Giving performance feedback to increase employee productivity has shown ambiguous results: Many laboratory studies have demonstrated a statistically significant effect of feedback on performance, but the effect is less evident in the field. In addition, the effects of digital feedback are not well understood. This feedback differs from other types of feedback as it is personalized, but not generated and provided by another human, e.g., the supervisor, but by a machine. We conducted a field experiment in which we introduced digital feedback to improve truck drivers' performance by enhancing their energy-efficient driving behavior. Our results show that digital feedback led to a statistically significant but small overall improvement in energy efficiency and performance that is driven by the improvement of initially very good- and very bad-performing drivers. This effect is robust, even when considering the differences in the room for improvement relative to the initial performance. Keywords: Field experiment; Energy efficient behavior; Absolute performance feedback; Digital feedback (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eee:jeborg:v:180:y:2020:i:c:p:49-65 DOI: 10.1016/j.jebo.2020.09.034 Access Statistics for this article Journal of Economic Behavior & Organization is currently edited by Houser, D. and Puzzello, D. More articles in Journal of Economic Behavior & Organization from Elsevier |
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