Performance feedback has long been a popular strategy for organizational change (Fairbank & Prue, 1981). One of the primary advantages of performance feedback interventions is the relatively low cost of implementation for organizations when compared to other productivity-enhancement techniques, such as monetary incentives (Yukl, Wexley, & Seymore, 1972) like pay for performance (Lazear, 1995) or employee of the month programs with rewards associated with them (Daniels, 2000). Performance feedback is beneficial to ensure that employees are knowledgeable of the expectations, and what aspects of job performance need to be improved. Three studies (i.e., Betchel, McGee, Huitema, & Dickinson (2015); Alajadeff Abergel, Peterson, Wiskirchen, Hagen & Cole (2017) and Wine et. al. (2019)) have published research evaluating feedback presented prior to completion of a task; however, results varied. The current study evaluated whether feedback presented prior to a performance event improves performance when compared to a baseline condition where no feedback was presented. / Applied Behavioral Analysis