Changing Performance among Russian Retail Workers:Effectively Transferring American Management Techniques

Reports the results of a field experiment using a contingent reward system to improve sales performance of Russian retail workers. The results clearly demonstrated the ability to use this technique successfully in organizations undergoing transformational change. Whilst preintervention differences were found in perceived job enrichment and manager behaviour, regression analyses demonstrated that the intervention had an effect beyond these situational factors. Discusses these additional findings which concern the importance of supportive leadership and feedback. Contradicts earlier claims that management theories are culturally limited, and extends the application potential of an already well‐established intervention technique.