Pub Date : 2021-05-14DOI: 10.1080/01608061.2021.1924340
Dale M. Brethower, A. M. Dickinson, Douglas A. Johnson, C. M. Johnson
ABSTRACT Organizational behavior management (OBM) arose as early behavior analysts decided to use data in earnest to make the world a better place, first through education, then workplace training, and eventually through business and industry as a whole. The historical roots of the field are traced through the lessons learned by these pioneers and how their formative experiences created the tools and techniques that are common within the discipline today. This history also created a worldview and conceptual system that continues to distinguish OBM from alternative approaches and is reflected in recent publication trends seen today. As the levels of analysis, specializations, implementations, and problems faced continue to vary and expand within organizational behavior management, the mantra of performance-based empiricism has remained as a steady and consistent guide throughout the decades.
{"title":"A History of Organizational Behavior Management","authors":"Dale M. Brethower, A. M. Dickinson, Douglas A. Johnson, C. M. Johnson","doi":"10.1080/01608061.2021.1924340","DOIUrl":"https://doi.org/10.1080/01608061.2021.1924340","url":null,"abstract":"ABSTRACT Organizational behavior management (OBM) arose as early behavior analysts decided to use data in earnest to make the world a better place, first through education, then workplace training, and eventually through business and industry as a whole. The historical roots of the field are traced through the lessons learned by these pioneers and how their formative experiences created the tools and techniques that are common within the discipline today. This history also created a worldview and conceptual system that continues to distinguish OBM from alternative approaches and is reflected in recent publication trends seen today. As the levels of analysis, specializations, implementations, and problems faced continue to vary and expand within organizational behavior management, the mantra of performance-based empiricism has remained as a steady and consistent guide throughout the decades.","PeriodicalId":51667,"journal":{"name":"Journal of Organizational Behavior Management","volume":null,"pages":null},"PeriodicalIF":2.1,"publicationDate":"2021-05-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/01608061.2021.1924340","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42136822","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-05-13DOI: 10.1080/01608061.2021.1920543
Shantel N. Pugliese, B. Wine, Jody E. Liesfeld, Christopher A. Morgan, Trang Doan, Nicholas M. Vanderburg, Eli T. Newcomb
ABSTRACT Employees working in human services are more likely to receive injuries on the job than in many other industries. Human service organizations that serve individuals who engage in dangerous behavior often require employees to adhere to safety guidelines, including utilizing protective equipment to minimize the risk of injuries. Despite protective equipment being prescribed in students’ treatment plans at a private day school, employees were often observed working with students without the prescribed protective equipment. Results from a Performance Diagnostic Checklist-Safety assessment varied across three classrooms. Therefore, individualized treatment packages were implemented in each classroom. Results indicated increased use of prescribed protective equipment across all three classrooms and an overall decrease in staff injuries sustained by student contact.
{"title":"An Evaluation of Feedback-Based Interventions on Promoting Use of Personal Protective Equipment in a School","authors":"Shantel N. Pugliese, B. Wine, Jody E. Liesfeld, Christopher A. Morgan, Trang Doan, Nicholas M. Vanderburg, Eli T. Newcomb","doi":"10.1080/01608061.2021.1920543","DOIUrl":"https://doi.org/10.1080/01608061.2021.1920543","url":null,"abstract":"ABSTRACT Employees working in human services are more likely to receive injuries on the job than in many other industries. Human service organizations that serve individuals who engage in dangerous behavior often require employees to adhere to safety guidelines, including utilizing protective equipment to minimize the risk of injuries. Despite protective equipment being prescribed in students’ treatment plans at a private day school, employees were often observed working with students without the prescribed protective equipment. Results from a Performance Diagnostic Checklist-Safety assessment varied across three classrooms. Therefore, individualized treatment packages were implemented in each classroom. Results indicated increased use of prescribed protective equipment across all three classrooms and an overall decrease in staff injuries sustained by student contact.","PeriodicalId":51667,"journal":{"name":"Journal of Organizational Behavior Management","volume":null,"pages":null},"PeriodicalIF":2.1,"publicationDate":"2021-05-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/01608061.2021.1920543","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43510679","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-05-04DOI: 10.1080/01608061.2021.1919590
Julieanne K. Guadalupe, Alicia M. Alvero
ABSTRACT The purpose of this study was to examine which combination of performance feedback was most effective to improve typing accuracy and speed. Participants were assigned to one of four groups: (1) no feedback group, (2) performance feedback-alone group, (3) performance feedback and goal group, or (4) performance feedback-with-praise group. In a within-subject design, following a no-feedback condition (baseline), performance feedback was either presented on participants’ accuracy only, speed only, or both accuracy and speed. The results revealed no main effects of performance feedback combination on typing speed or accuracy. However, in all feedback groups, an increase in accuracy and speed scores was observed during conditions when feedback on typing accuracy, speed, or a combination of accuracy and speed was delivered, compared to the no-feedback condition. The results of this study suggest that providing feedback on any component of a participant’s typing performance may be sufficient to improve performance over baseline levels.
{"title":"A comparison of the effects of various performance feedback presentations on typing accuracy and speed","authors":"Julieanne K. Guadalupe, Alicia M. Alvero","doi":"10.1080/01608061.2021.1919590","DOIUrl":"https://doi.org/10.1080/01608061.2021.1919590","url":null,"abstract":"ABSTRACT The purpose of this study was to examine which combination of performance feedback was most effective to improve typing accuracy and speed. Participants were assigned to one of four groups: (1) no feedback group, (2) performance feedback-alone group, (3) performance feedback and goal group, or (4) performance feedback-with-praise group. In a within-subject design, following a no-feedback condition (baseline), performance feedback was either presented on participants’ accuracy only, speed only, or both accuracy and speed. The results revealed no main effects of performance feedback combination on typing speed or accuracy. However, in all feedback groups, an increase in accuracy and speed scores was observed during conditions when feedback on typing accuracy, speed, or a combination of accuracy and speed was delivered, compared to the no-feedback condition. The results of this study suggest that providing feedback on any component of a participant’s typing performance may be sufficient to improve performance over baseline levels.","PeriodicalId":51667,"journal":{"name":"Journal of Organizational Behavior Management","volume":null,"pages":null},"PeriodicalIF":2.1,"publicationDate":"2021-05-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/01608061.2021.1919590","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45878230","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-04-21DOI: 10.1080/01608061.2021.1909687
Heather M. Mcgee, Brian J. Crowley-Koch
ABSTRACT As Organizational Behavior Management was borne out of Applied Behavior Analysis, so too is its approach to assessing environmental variables before implementing solutions for behavior change. This article discusses several types of organizational assessments used by researchers and practitioners. Behavior Systems Analysis (BSA) and Performance Management (PM) are the two most common assessment and intervention approaches used in OBM. These two methods are compared and contrasted and the levels and analyses within BSA are discussed. Also included in this article are common organizational assessments that are used by consultants and human resources professionals that are not typically used by OBM practitioners (change readiness, culture/engagement, and pulse surveys). These traditional assessments are approached through a behavior analytic lens and ways in which OBM practitioners can use them to assess and influence behavior is provided. A sustainability (otherwise known as maintenance or generalization) assessment is also included that builds upon previous research (e.g.) and experience through private practice.
{"title":"Performance Assessment of Organizations","authors":"Heather M. Mcgee, Brian J. Crowley-Koch","doi":"10.1080/01608061.2021.1909687","DOIUrl":"https://doi.org/10.1080/01608061.2021.1909687","url":null,"abstract":"ABSTRACT As Organizational Behavior Management was borne out of Applied Behavior Analysis, so too is its approach to assessing environmental variables before implementing solutions for behavior change. This article discusses several types of organizational assessments used by researchers and practitioners. Behavior Systems Analysis (BSA) and Performance Management (PM) are the two most common assessment and intervention approaches used in OBM. These two methods are compared and contrasted and the levels and analyses within BSA are discussed. Also included in this article are common organizational assessments that are used by consultants and human resources professionals that are not typically used by OBM practitioners (change readiness, culture/engagement, and pulse surveys). These traditional assessments are approached through a behavior analytic lens and ways in which OBM practitioners can use them to assess and influence behavior is provided. A sustainability (otherwise known as maintenance or generalization) assessment is also included that builds upon previous research (e.g.) and experience through private practice.","PeriodicalId":51667,"journal":{"name":"Journal of Organizational Behavior Management","volume":null,"pages":null},"PeriodicalIF":2.1,"publicationDate":"2021-04-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/01608061.2021.1909687","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41791615","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-04-13DOI: 10.1080/01608061.2021.1910099
Daniel Cymbal, S. Litvak, David A. Wilder, Gary N. Burns
ABSTRACT Staff turnover can pose a significant problem for human service organizations. For Applied Behavior Analysis (ABA) service providers, turnover may be particularly problematic due to the resources required for training. Accreditation organizations such as the Behavioral Health Center for Excellence® (BHCOE®) collect large amounts of organizational data that can point to trends in ABA organizations and provide a basis for problem identification and intervention. In this study, we evaluated BHCOE® data to examine potential predictors of staff turnover and staff and caregiver satisfaction in ABA organizations. Results of multiple regression analyses suggest that high turnover rates among job classes (i.e., technicians and supervisors) correlate with each other’s turnover. Behavior Technicians are also more likely to turnover when wages are lower and caregiver satisfaction wanes. Staff satisfaction was not a significant turnover predictor but was generally predicted by caregiver satisfaction. These findings suggest that turnover and satisfaction are multi-faceted processes worthy of examination; we provide broad recommendations for improvement and avenues for further study.
{"title":"An Examination of Variables that Predict Turnover, Staff and Caregiver Satisfaction in Behavior-analytic Organizations","authors":"Daniel Cymbal, S. Litvak, David A. Wilder, Gary N. Burns","doi":"10.1080/01608061.2021.1910099","DOIUrl":"https://doi.org/10.1080/01608061.2021.1910099","url":null,"abstract":"ABSTRACT Staff turnover can pose a significant problem for human service organizations. For Applied Behavior Analysis (ABA) service providers, turnover may be particularly problematic due to the resources required for training. Accreditation organizations such as the Behavioral Health Center for Excellence® (BHCOE®) collect large amounts of organizational data that can point to trends in ABA organizations and provide a basis for problem identification and intervention. In this study, we evaluated BHCOE® data to examine potential predictors of staff turnover and staff and caregiver satisfaction in ABA organizations. Results of multiple regression analyses suggest that high turnover rates among job classes (i.e., technicians and supervisors) correlate with each other’s turnover. Behavior Technicians are also more likely to turnover when wages are lower and caregiver satisfaction wanes. Staff satisfaction was not a significant turnover predictor but was generally predicted by caregiver satisfaction. These findings suggest that turnover and satisfaction are multi-faceted processes worthy of examination; we provide broad recommendations for improvement and avenues for further study.","PeriodicalId":51667,"journal":{"name":"Journal of Organizational Behavior Management","volume":null,"pages":null},"PeriodicalIF":2.1,"publicationDate":"2021-04-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/01608061.2021.1910099","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45192382","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-04-03DOI: 10.1080/01608061.2021.1930462
David A. Wilder
Although issue 2 of volume 41 includes few manuscripts, each manuscript is sure to make a mark on the field! As you may know, JOBM has been publishing a special series of manuscripts which will also be featured as chapters in the upcoming book Handbook of Organizational Performance: Foundations and Advances, edited by Drs. Doug Johnson and Carl Johnson. In this issue of JOBM, we have included three papers from this series. Foxall urges us to think outside of the organizational behavior management (OBM) box by (r)introducing us to consumer behavior analysis. Consumer behavior analysis blends behavioral economics and marketing to predict and control the behavior of consumers. In this paper, Foxall examines how marketing departments in organizations predict and influence consumer behavior by manipulating product variables (e.g., price, package size). For those of us used to thinking about the management of individual employees or systems, consumer behavior analysis is an eye opener! Also in this issue, Gravina et al. provide a nice overview of the assessment of individual employee performance. As these authors point out, assessing before intervening is common in other areas of behavior analytic application, but may be less common in OBM. Gravina et al. cover a variety of types of behavior analytic assessment, including historical assessment and the assessment of procedural acceptability. They conclude by making some very interesting recommendations regarding the use of technology in assessment and the validation of some of our assessment tools. Erath et al. provide a comprehensive description of research methodologies used in OBM. These authors cover both single subject and group experimental designs, and provide excellent examples of previously published OBM studies which have used each of the designs they describe. This paper is destined to be the go-to resource for anyone interested in the design and conduct of research in OBM. It will surely be required reading in a number of undergraduate and graduate OBM courses for many years to come!
{"title":"Volume 41 Issue 2 of the Journal of Organizational Behavior Management","authors":"David A. Wilder","doi":"10.1080/01608061.2021.1930462","DOIUrl":"https://doi.org/10.1080/01608061.2021.1930462","url":null,"abstract":"Although issue 2 of volume 41 includes few manuscripts, each manuscript is sure to make a mark on the field! As you may know, JOBM has been publishing a special series of manuscripts which will also be featured as chapters in the upcoming book Handbook of Organizational Performance: Foundations and Advances, edited by Drs. Doug Johnson and Carl Johnson. In this issue of JOBM, we have included three papers from this series. Foxall urges us to think outside of the organizational behavior management (OBM) box by (r)introducing us to consumer behavior analysis. Consumer behavior analysis blends behavioral economics and marketing to predict and control the behavior of consumers. In this paper, Foxall examines how marketing departments in organizations predict and influence consumer behavior by manipulating product variables (e.g., price, package size). For those of us used to thinking about the management of individual employees or systems, consumer behavior analysis is an eye opener! Also in this issue, Gravina et al. provide a nice overview of the assessment of individual employee performance. As these authors point out, assessing before intervening is common in other areas of behavior analytic application, but may be less common in OBM. Gravina et al. cover a variety of types of behavior analytic assessment, including historical assessment and the assessment of procedural acceptability. They conclude by making some very interesting recommendations regarding the use of technology in assessment and the validation of some of our assessment tools. Erath et al. provide a comprehensive description of research methodologies used in OBM. These authors cover both single subject and group experimental designs, and provide excellent examples of previously published OBM studies which have used each of the designs they describe. This paper is destined to be the go-to resource for anyone interested in the design and conduct of research in OBM. It will surely be required reading in a number of undergraduate and graduate OBM courses for many years to come!","PeriodicalId":51667,"journal":{"name":"Journal of Organizational Behavior Management","volume":null,"pages":null},"PeriodicalIF":2.1,"publicationDate":"2021-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/01608061.2021.1930462","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41869766","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-04-01DOI: 10.1080/01608061.2021.1903647
Seth G. Walker, Tyra P. Sellers
ABSTRACT Feedback is a common intervention used to address performance issues in clinical and organizational settings. Most research on feedback focuses on manipulating either the parameters of feedback delivery or the behavior of the feedback provider. Because feedback requires a provider and a recipient, it is likely that the behavior of the feedback recipient also influences the impact of performance feedback. The current study investigated the efficacy of training individuals to receive feedback in an appropriate manner using computer-based instruction (CBI). All three participants demonstrated increases in accuracy of appropriate feedback behaviors following CBI. Two participants also demonstrated slight increases in performance on tasks related to workplace performance. This study extends the application of CBI to a new and complex skill repertoire and examines its possible impact on work performance. We discuss how CBI may increase training efficiency in settings with large numbers of staff who need to be trained in certain skills as compared to traditional in-person training formats.
{"title":"Teaching Appropriate Feedback Reception Skills Using Computer-based Instruction: A Systematic Replication","authors":"Seth G. Walker, Tyra P. Sellers","doi":"10.1080/01608061.2021.1903647","DOIUrl":"https://doi.org/10.1080/01608061.2021.1903647","url":null,"abstract":"ABSTRACT Feedback is a common intervention used to address performance issues in clinical and organizational settings. Most research on feedback focuses on manipulating either the parameters of feedback delivery or the behavior of the feedback provider. Because feedback requires a provider and a recipient, it is likely that the behavior of the feedback recipient also influences the impact of performance feedback. The current study investigated the efficacy of training individuals to receive feedback in an appropriate manner using computer-based instruction (CBI). All three participants demonstrated increases in accuracy of appropriate feedback behaviors following CBI. Two participants also demonstrated slight increases in performance on tasks related to workplace performance. This study extends the application of CBI to a new and complex skill repertoire and examines its possible impact on work performance. We discuss how CBI may increase training efficiency in settings with large numbers of staff who need to be trained in certain skills as compared to traditional in-person training formats.","PeriodicalId":51667,"journal":{"name":"Journal of Organizational Behavior Management","volume":null,"pages":null},"PeriodicalIF":2.1,"publicationDate":"2021-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/01608061.2021.1903647","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42597958","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-03-31DOI: 10.1080/01608061.2021.1903646
Joshua L. Lipschultz, David A. Wilder, Andressa A. Sleiman, Nelmar Cruz, Scott M. Curry, Nicole E. Gravina
ABSTRACT Feedback is the most commonly used intervention in Organizational Behavior Management (OBM), and recent research has examined both the effects of inaccurate feedback on performance as well as rumors created due to inaccurate rules. To date, no studies have assessed the effects of providing differing information regarding feedback accuracy during the training of an analogue work task. The present study assessed the relative effects of two independent variables on performance during an analogue work task: the information regarding feedback accuracy provided during the training (i.e., a rule given during training describing feedback accuracy) and the actual level of task feedback accuracy to which participants were exposed during an analogue work task (i.e., one-third [accurate feedback divided by three], accurate, and tripled [accurate feedback multiplied by three]). The results of the study showed that participants exposed to accurate feedback during the analogue work task performed better than participants exposed to one-third or tripled feedback. Implications, limitations of the study, and directions for future research are discussed.
{"title":"The Effects of Feedback Accuracy and Trainer Rules on Performance during an Analogue Task","authors":"Joshua L. Lipschultz, David A. Wilder, Andressa A. Sleiman, Nelmar Cruz, Scott M. Curry, Nicole E. Gravina","doi":"10.1080/01608061.2021.1903646","DOIUrl":"https://doi.org/10.1080/01608061.2021.1903646","url":null,"abstract":"ABSTRACT Feedback is the most commonly used intervention in Organizational Behavior Management (OBM), and recent research has examined both the effects of inaccurate feedback on performance as well as rumors created due to inaccurate rules. To date, no studies have assessed the effects of providing differing information regarding feedback accuracy during the training of an analogue work task. The present study assessed the relative effects of two independent variables on performance during an analogue work task: the information regarding feedback accuracy provided during the training (i.e., a rule given during training describing feedback accuracy) and the actual level of task feedback accuracy to which participants were exposed during an analogue work task (i.e., one-third [accurate feedback divided by three], accurate, and tripled [accurate feedback multiplied by three]). The results of the study showed that participants exposed to accurate feedback during the analogue work task performed better than participants exposed to one-third or tripled feedback. Implications, limitations of the study, and directions for future research are discussed.","PeriodicalId":51667,"journal":{"name":"Journal of Organizational Behavior Management","volume":null,"pages":null},"PeriodicalIF":2.1,"publicationDate":"2021-03-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/01608061.2021.1903646","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41667324","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-03-30DOI: 10.1080/01608061.2021.1897058
Nicholas Matey, Nicole E. Gravina, B. Davis, R. George, Timothy Rosbrook
ABSTRACT In manufacturing, daily productivity is critical because as production increases, the capacity to accept orders increases. Organizational Behavior Management strategies and Lean Manufacturing approaches are compatible and produce positive changes in performance. The current study took place at a metal manufacturer and evaluated whether process walks with embedded goal-setting and feedback could increase productivity. Following baseline, we evaluated the effect of a process walk where the superintendent and supervisor discussed the previous performance and set goals for the next shift’s productivity. After a partial withdrawal phase, we added two components to the process walk. Supervisors communicated the goal set during the walk to front-line workers, and performance feedback was publicly posted in the office. Casting productivity improved following the intervention, and superintendents reported having a better understanding of process issues following the intervention.
{"title":"Increasing Productivity in a Manufacturing Setting using Daily Process Walks","authors":"Nicholas Matey, Nicole E. Gravina, B. Davis, R. George, Timothy Rosbrook","doi":"10.1080/01608061.2021.1897058","DOIUrl":"https://doi.org/10.1080/01608061.2021.1897058","url":null,"abstract":"ABSTRACT In manufacturing, daily productivity is critical because as production increases, the capacity to accept orders increases. Organizational Behavior Management strategies and Lean Manufacturing approaches are compatible and produce positive changes in performance. The current study took place at a metal manufacturer and evaluated whether process walks with embedded goal-setting and feedback could increase productivity. Following baseline, we evaluated the effect of a process walk where the superintendent and supervisor discussed the previous performance and set goals for the next shift’s productivity. After a partial withdrawal phase, we added two components to the process walk. Supervisors communicated the goal set during the walk to front-line workers, and performance feedback was publicly posted in the office. Casting productivity improved following the intervention, and superintendents reported having a better understanding of process issues following the intervention.","PeriodicalId":51667,"journal":{"name":"Journal of Organizational Behavior Management","volume":null,"pages":null},"PeriodicalIF":2.1,"publicationDate":"2021-03-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/01608061.2021.1897058","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43162152","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-02-28DOI: 10.1080/01608061.2020.1869136
Nicole E. Gravina, Jessica A. Nastasi, J. Austin
ABSTRACT Assessments are commonly used in organizational behavior management (OBM) to identify performance targets, determine environmental variables contributing to poor performance, and devise appropriate interventions. This paper describes the role of assessment at the individual performer level in OBM and the assessment process. It also reviews four common types of OBM assessments: historical assessments, functional assessments, preference assessments, and procedural acceptability and discusses the research support, weaknesses, and opportunities for future research for each. Finally, we conclude with recommendations for the future of assessment in OBM, including incorporating technology, using ongoing question-asking to informally assess performance and the environment, developing and validating survey instruments and other assessment tools, and attending to cultural variables in assessments.
{"title":"Assessment of Employee Performance","authors":"Nicole E. Gravina, Jessica A. Nastasi, J. Austin","doi":"10.1080/01608061.2020.1869136","DOIUrl":"https://doi.org/10.1080/01608061.2020.1869136","url":null,"abstract":"ABSTRACT Assessments are commonly used in organizational behavior management (OBM) to identify performance targets, determine environmental variables contributing to poor performance, and devise appropriate interventions. This paper describes the role of assessment at the individual performer level in OBM and the assessment process. It also reviews four common types of OBM assessments: historical assessments, functional assessments, preference assessments, and procedural acceptability and discusses the research support, weaknesses, and opportunities for future research for each. Finally, we conclude with recommendations for the future of assessment in OBM, including incorporating technology, using ongoing question-asking to informally assess performance and the environment, developing and validating survey instruments and other assessment tools, and attending to cultural variables in assessments.","PeriodicalId":51667,"journal":{"name":"Journal of Organizational Behavior Management","volume":null,"pages":null},"PeriodicalIF":2.1,"publicationDate":"2021-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/01608061.2020.1869136","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48975196","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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