Employee Absenteeism

No abstract available for this article.     

Employee Engagement and Organizational Behavior Management

No abstract available for this article.     

Integrating Person Factors into the OBM Framework

Abstract

A common perspective is that behavior-based and person-based approaches to behavior change represent opposite poles of an intervention continuum. However, an integration of these approaches might not only be possible but necessary to develop optimal behavior-change interventions. A better understanding of person factors may help define the most appropriate intervention for a particular situation. Focusing on person factors such as employee perceptions and personality states will be accepted to the extent we can explain these factors in behavioral terms and demonstrate objective benefits with their application. This article attempts to integrate certain person factors into a behavioral framework for the purpose of both increasing behavioral intervention effectiveness as well as broadening the scope of OBM research.     

Should Organizational Behavior Management Expand Its Content?

Abstract

The American Psychological Association (APA) has defined the years 2000 to 2010 as the “Decade of Behavior,” and has been promoting this designation in convention materials, newsletters, media briefs, and professional publications. But APA seems to be avoiding the leading discipline in analyzing and changing behaviors in industrial settings-organizational behavior management (OBM). Furthermore, with only a few exceptions, OBM does not receive the attention it deserves in university psychology departments, including graduate programs in industrial/organizational (I/O) Psychology. This paper entertains reasons for the low and decreasing academic attention to OBM, and offers some possible solutions. It is proposed that OBM is generally discussed in overly simplistic terms; and unlike I/O Psychology, OBM does not draw on the wealth of relevant concepts and principles in other areas, especially cognitive and social psychology. Specific examples are given for expanding the typical boundaries of the OBM curriculum in order to improve organization-based interventions and realize greater opportunities to demonstrate the unique qualities of a behavior analysis approach to real-world problem solving.     

Organizational Behavior Management and Industrial/Organizational Psychology

Abstract

Six scholars in applied psychology wrote thoughtful and provocative reactions to a paper written by the author that presented a case for broadening the content and language of organizational behavior management (OBM) in order to enhance appreciation for OBM in organizational settings and among university faculty and students in mainstream psychology programs. This paper summarizes the follow-up commentaries and adds justification for key points made in the target article. Five topics are addressed: (1) critical distinctions between OBM and industrial/organizational psychology, (2) disadvantages of using negative over positive reinforcement to motivate behavior change, (3) the need to after OBM language in order to increase interest and application, (4) the use of unobservable person state vs. personality traits to explain behavior, and (5) the challenge of improving the education and training of students in OBM programs.     

Modifying Earplug Wearing Behavior by Behavior Modification Techniques:

A token economy system for, workers and a managerial intervention were developed in an industrial setting to modify the use of ear protectors. The token economy increased workers' use of ear protectors during work shifts, while new managerial standards maintained the level of earplug usage reached during the token economy intervention. As a result of the intervention program, earplug usage reached an operant level of about 95%. This remained stable throughout the follow-up period during which the new managerial stand was in effect. Theoretical and applied implications of organizational maintenance strategies are dismissed in view of the demonstrated effectiveness of the present intervention.     

Occupational Safety:

After a feedback condition, assigned (foreman-selected) and participative (worker-selected) goal-setting were examined to determine how they might augment the safety performance of 150 workers in 17 rooms of a paper mill. A statistical comparison of performance under assigned goal-setting, with that under baseline conditions of feedback-alone demonstrated a significant increase in the percentage of nonhazardous conditions but not of safe practices. Goal-setting by workers did not produce significant increases for either practices or conditions, and rates of injuries remained at the same reduced level as during feedback-alone. A visual analysis of a graphic plot of repeated performance measures suggested that trends established during feedback alone could account, in part, for the improvements. Possibly ceiling effects and the stated opinions of workers about various attributes of goal-setting may have been related to the outcomes.     

A People-Based Approach to OBM

Abstract

This rejoinder discusses some common points raised in the commentaries of this special issue of JOBM, including (1) different definitions of positive and negative, (2) use of the terms reinforcement and establishing operation, and (3) concerns over the abandonment of behavior analysis for mentalistic research. In addition, a people-based approach to psychology is introduced and advocated as a leading-edge approach to understanding and improving organizational behavior.     

Relating Behavior Analysis to the Organizational Culture Concept and Perspective

No abstract available for this article.