Citation

Fox CJ, Sulzer-Azaroff B. J. Organ. Behav. Manag. 1989; 10(2): 19-35.

Copyright

(Copyright © 1989, Informa - Taylor and Francis Group)

DOI

10.1300/J075v10n02_03

PMID

unavailable

Abstract

Feedback, a valuable tool for promoting staff performance contains many parameters worthy of analysis. One is its source (e.g., from a supervisor, peer, staff themselves, other authorities). The larger the number of classes of effective sources discovered, the more flexible and cost efficient feedback delivery systems can be. The present study assessed the effectiveness of two different feedback sources in promoting percentages of assigned fire evacuation training trials conducted by direct care staff at a residential facility for mentally retarded adults. The two feedback sources examined were: (1) supervisors arid (2) staff experts in fire evacuation procedures. First, the direct care staff members were taught how to conduct training. Then, percentages of assigned trials actually carried out were measured during a baseline period and then while feedback was being delivered by either a supervisor or by an expert in fire evacuation procedures. Regardless of the feedback source, the percentage of assigned training trials conducted increased. Also, in general, clients' fire evacuation skills improved and staff subjects reported they would appreciate feedback on other aspects of their job performance.