Author(s)

• Gert-Jan Romensen
• Adriaan R Soetevent

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Abstract

An often-voiced concern with relative performance feedback is that it may not improve workplace productivity if workers become demotivated and see no way to improve. Targeting feedback at specific productivity measures over which workers have direct control may in such cases prevent demotivation and focus attention. Does targeting improve worker productivity? We partner with a large bus company and experimentally vary the nature and number of peer-comparison messages which 409 bus drivers receive in their monthly feedback report. Messages are targeted at concrete driving behaviors and aimed at improving comfort and fuel efficiency. Using over 800,000 trip-level observations, we find that these targeted peer-comparison messages do not improve aggregate (fuel economy) or disaggregate measures (such as acceleration) of driving behavior. Further analyses also reveal no temporal or heterogeneous effects of the targeted messages.