The Effects of a Combined Task Clarification,Goal Setting,Feedback, and Performance Contingent Consequence Intervention Package on Telephone Customer Service in a Medical Clinic Environment

Abstract

Appointment coordinators at a mid-western medical clinic were to provide exceptional telephone customer service. This included using a standard greeting, speaking in an appropriate tone of voice during the conversation, and using a standard closing to end the call. An analysis suggested performance deficiencies resulted from weak antecedents, poor knowledge and skills, and weak performance contingencies. An intervention package consisting of task clarification, goal setting, feedback, and performance contingent consequences was designed to improve customer service behaviors of four participating appointment coordinators. An ABAB reversal design was used, and overall performances of all four participants increased during intervention phases. This study indicates that a multi-component intervention may be an effective strategy to increase telephone customer service behavior in medical clinic settings.     

The Effect of Raffle Odds on Signing In at a Treatment Center for Adults with Mental Illness

Abstract

This case study describes the use of a daily raffle to increase attendance in a socialization center for approximately 75 adults diagnosed with mental illness. Specifically, the relationship between signing in, which was a measure of attendance, and the odds of winning points which could be exchanged for tangible and edible items was examined. An ABACADABACAD reversal design was used to evaluate the effects of three levels of odds (25%, 50%, 75%) on signing in to the center. Results indicated that signing in increased by 14% over baseline when the raffle was in place. However, no difference between the odds conditions was evident. A cost-benefit analysis showed that the raffle was cost effective for the center.     

Keeping an Uphill Edge

Abstract

Several behaviors in a ski shop were identified as being deficient using Austin's Performance Diagnostic Checklist (2000) and Daniels and Daniels' PIC/NIC Analysis (2004). During a 4-week baseline, 7 cleaning behaviors were monitored and 5 were subsequently targeted in an intervention package using an ABC design. The intervention included: a task clarification session, a posted behavioral checklist, graphic feedback of the group's performance for the previous week, and daily task-specific feedback. Immediately after the checklist was posted, the frequency of employee cleaning behaviors increased 52%. Cleaning behaviors increased an additional 12% after the implementation of daily task-specific feedback. Results suggest the interventions generalized to the 2 cleaning behaviors not mentioned in the task-clarification session.     

Rolling horizon master production schedule performance: A policy analysis

In this paper, a simulation experiment has been developed to examine the combined influence of the design, inventory and environmental factors on the cost performance of a rolling horizon master production schedule. Specifically, a 2 5 factorial design was used to examine the effects associated with three rolling schedule design policies, one inventory policy and one environmental condition of forecast error on MPS cost performance. The study was based on actual data from a paint company. Results suggest that the choice of appropriate lot-size and inventory policies have a significant influence on MPS costs and that there are indeed important interactions between these policies and other design factors of a rolling schedule.     

Cumulatively Large Benefits of Incrementally Small Intervention Effects

Abstract

Metacontingencies are relations among practices within an organizational culture and their molar environmental consequences for the culture. They can be summarized by the ratio of all revenues from operations (or budgets received) to all expenses paid for operations. Rates of attendance/absenteeism have consequences in terms of effects on a culture's ratio of revenues received (budgets funded) to expense payments that appear as profits (losses) or budget surpluses (deficits) over some time interval. For a host of reasons OBM researchers place a premium on identifying and adopting practices that result in large immediate effects on behavior and performance in the short run. However, some practices created by OBM interventions can have small short-term effects and appreciably larger cumulative effects on revenue to expense and budget to budget expenditure ratios in the longer run. The importance of estimating cumulative benefits and/or costs of OBM interventions when intervention effects are small is demonstrated in this article using data from an operant based intervention that produced an immediate small increase in attendance.     

The impact of a participatory organizational intervention on job stress in community health care institutions

The aim of the present study was to investigate the effect of a short-term participatory intervention in health care institutions in Norway on workers' control, other job characteristics, job stress, subjective health and job satisfaction. Participants (including managers and supervisors) were randomly allocated to intervention groups and to a control group. Actions to solve problems based on the employees' own perceptions of the main problems were seen as the key motivators for organizational improvement and increased control at the task and office level in the work situation. The main stressors identified by the participants in this study were lack of information, communication and respect between professions, as well as the need for professional and personal development. The participatory intervention had a positive, but limited effect on work-related stress, job characteristics, learning climate and management style, and seemed to have started a beneficial change process. There were no negative short-term effects on work-related stress and job demands. Organizational interventions may be a potential training ground for acquiring participatory skills and resources, and if sustained after the intervention period, they can have long-term effects on problem solving, job stress and employee satisfaction.     

Hiring Behavior Analysts: Free Gifts at a Booth Increase Verbal Contacts with a Recruiter,but Not Serious Job Inquiries

ABSTRACT

The job market for certified behavior analysts currently is excellent, which poses a serious challenge for organizations looking to hire such individuals. We evaluated whether the provision of small giveaways at a recruitment booth set up at two behavior-analysis conferences and at a university career fair influenced the relative number of attendees who verbally contacted a recruiter for an organization looking to hire certified and prospective behavior analysts. We also examined whether the provision of gifts influenced the relative number of attendees who left an e-mail address requesting further contact about possible employment. An alternating-treatments design was used to compare the giveaways and no-giveaways conditions. The giveaways items significantly increased the number of attendees who spoke with the recruiter, but not the number who requested further contact. These findings provide support for the use of giveaways items to generally attract attention to a recruiter, but further research is needed to determine whether their use increases applications for employment.     

The Effects of Graphic Feedback,Goal Setting,and Manager Praise on Customer Service Behaviors

Abstract

The current study used a multiple baseline design to investigate the effects of graphic feedback, goal setting, and manager praise on customer service behaviors in a large retail setting. Direct observation of customer greeting, eye contact, and smiling was used to collect data. After baseline data were collected feedback graphs were posted twice each week in the employee break room. A second intervention phase included goal setting and manager praise. Goals were developed based on employees' prior performance and were posted on the graphs. Managers then delivered immediate, verbal praise to employees. Graphic feedback produced slight increases in the customer interaction variables in the front of stores 1 and 2. Another small increase in performance was seen in the back of store 1 and the front and back of store 2 with the implementation of the interventions.     

Increasing Staff Completion of Civil Commitment Forms Through Instructions and Graphed Group Performance Feedback

ABSTRACT

A three-leg multiple baseline design across behaviors was used to assess the effects of an instruction-andfeedback package on correct completion of three required civil commitment forms by psychiatric emergency room personnel. The forms were for notices of rights, imminent harm applications, and witness lists. The intervention program consisted of an individualized training component and weekly group feedback via graphs. The instruction-and-feedback package produced immediate and significant increases in correct completion of all three commitment forms; the effects were maintained across six months of follow-up data collection. Discussion addressed the effectiveness of the package, the effects of participant drop-out, the functions of the instruction and feedback components of the package, and ethical concerns.     

Use of the Performance Diagnostic Checklist to Select an Intervention Designed to Increase the Offering of Promotional Stamps at Two Sites of a Restaurant Franchise

Abstract

The performance diagnostic checklist (PDC) was administered to examine the variables influencing the offering of promotional stamps by employees at two sites of a restaurant franchise. PDC results suggested that a lack of appropriate antecedents, equipment and processes, and consequences were responsible for the deficits. Based on these results, an intervention consisting of task clarification, self-monitoring, equipment modification, goal setting, and graphic feedback was implemented and evaluated with a multiple baseline design across settings. The results for restaurant 1 yielded baseline and intervention means of 25% and 72%, respectively. The results for restaurant 2 yielded baseline and intervention means of 11% and 80%, respectively. Overall, these results suggest that the PDC is a useful tool for guiding intervention selection for performance deficits which occur across more than one site.     

Exploration of the impact of organisational context on a workplace safety and health intervention

ABSTRACT

The Safety and Health Improvement Program (SHIP) was designed to increase workers’ safety and health using supervisor/leadership training. SHIP was implemented and evaluated in a cluster randomized controlled trial with 20 supervisors and 292 construction crew members representing a high-risk industry. The intervention had three components: (1) computer-based training to teach supervisors ways to better support worker safety and work-life challenges; (2) supervisor behavioural self-monitoring to facilitate transfer of training to practice; and (3) team-based discussions with supervisors and work crew members to identify challenges and opportunities for improvement with 30, 60, and 90 day follow-up check-in meetings. Main effects for the intervention on perceptions of family supportive supervisor behaviors, team effectiveness, and work-life effectiveness were not found, suggesting that the pre-intervention context could help explain the lack of intervention effects. We found that the intervention was more beneficial for work crew members who had poorer pre-intervention perceptions of their supervisor (lower leader-member exchange) and lower perceived team cohesion, suggesting the important impact of the organisational context on intervention effects. We argue that perhaps these work crews were more ready for change and improvements in functioning than were the crews that were already functioning well.     

Using Virtual Simulations to Assess Situational Awareness and Communication in Medical and Nursing Education: A Technical Feasibility Study

ABSTRACT

Communication and situational awareness, among other “human factors,” are critical skills needed within high-reliability organizations (HROs). HROs are challenged to develop an effective methodology for the systematic assessment of these skills. Virtual reality (VR) simulation technology offers a promising approach to meet this challenge. By utilizing a verbal coding procedure in tandem with eye-tracking metrics, we conducted a technical feasibility study to assess the impact of an interprofessional training (TeamSTEPPS®) on communication accuracy and observing responses among medical and nursing students in a virtual simulation. The results suggest that communication accuracy significantly improved as a result of TeamSTEPPS® training. These findings and changes in situational awareness among individuals are discussed.     

Weekly Feedback vs. Daily Feedback

Abstract

Two experiments were conducted in a retail setting to (a) assess the effectiveness of a multi-component performance management intervention and (b) compare the effectiveness of weekly and daily feedback. During the first experiment, a multiple baseline design was used to evaluate the effectiveness of task clarification, goal setting, access to preferred items contingent upon goal attainment, and weekly graphic feedback on the completion of routine maintenance tasks in a framing and art store. During phase 1 of the second experiment, an AB design was used to replicate the effects of this intervention on similar tasks in a new store location with the same participants. During phase 2 of the second experiment, a multiple baseline design was used to assess the effectiveness of the intervention when daily feedback replaced weekly feedback. Results indicate that the multi-component intervention was effective in both experiments, and that daily feedback may have enhanced the effectiveness of the intervention.     

Exploring Factors Influencing the Risky Cycling Behaviors of Young Cyclists Aged 15–24 Years: A Questionnaire-Based Study in China

Road traffic crashes are the leading cause of death for young people, among whom cyclists account for a higher percentage of injuries and deaths than any other road users. This study aimed to examine the factor structure of the Young Cyclist Behavior Questionnaire (YCBQ) and investigate the relationships among demographic characteristics, cycling use-related variables, perceived risk, perceived cycling skills, and risky cycling behaviors among young people. A sample of 448 cyclists (mean age of 20.37 years) completed the questionnaire. Exploratory factor analysis, confirmatory factor analysis, and structural equation modeling were utilized. The YCBQ had a clear factorial structure, items with high factor loadings, and good internal consistency. The five-factor structure included traffic violations, impulsive behaviors, ordinary violations, distractions, and errors. Risky cycling behaviors could be explained by gender, age, perceived risk, and perceived cycling skills, with the model explaining 37% of the variance. Gender had the greatest impact on risky cycling behaviors; male individuals were more likely to engage in risky behaviors. Young cyclists with higher levels of perceived risk had lower probabilities of engaging in risky cycling behaviors. Cyclists with lower scores on perceived cycling skills were more likely to report engaging in risky cycling behaviors. Age significantly explained risky behaviors; the younger the cyclist was, the higher his or her risky behaviors score. This research provides a theoretical foundation for the prevention of risky behaviors among young cyclists. Regarding intervention design, attention to the identified gender differences, the need to strengthen the ability to perceive risk, and the importance of road safety education for young cyclists may promote safer cycling.     

Teaching Employees How to Receive Feedback: A Preliminary Investigation

ABSTRACT

There is a substantial literature on how to deliver feedback to change performance. However, to date no research has been conducted on teaching employees how to effectively receive feedback, even though employee behavior during a feedback session could moderate the effects of feedback. Thus, we developed a list of skills that should be exhibited by an employee while receiving verbal feedback. We then evaluated their acquisition after behavioral skills training using a nonconcurrent multiple-baseline design across participants. The results showed that participants were able to acquire and maintain appropriate feedback receiving behavior.     

Improving Program Outcome with Process-Based Performance Feedback

Abstract

Two studies, using an across participants multiple baseline design, assessed effects of different amounts of process and outcome performance feedback on instructor and child behavior in an early intervention program. Seven instructors, mostly university students, and one child with autism were observed over a 4 month period on measures of instructors' verbal instructions, prompts, and consequences, and correct child behavior. In Study 1, performance feedback contained verbal, written, and graphic information on instructor (process) and child (outcome) behavior, whereas in Study 2, only verbal process information was provided. Results show that both feedback procedures were equally effective in increasing correct instructor performance and correct child behavior. Conclusions are (a) that verbal process feedback alone was as effective as an extensive process plus outcome feedback, but easier to use and more efficient, and (b) that measures of performance error proved useful in detecting feedback effects on instructor behaviors that varied across time and program changes.     

The Impact of Contingent Reinforcement on Retail Salespersons' Performance Behaviors:

This study systematically replicates an earlier field experiment (Luthans, Paul & Baker, 1981) that found a contingent reinforcement intervention having a positive impact on functional and dysfunctional performance behaviors of salespersons in a large department store, but no reversal when there was a return to baseline conditions. By using tighter controls in the field setting, the present study found generally similar results during the intervention but, importantly, also found a reversal to occur during the post intervention phase. Implications the results have for behavioral management of salespersons' performance are discussed.     

The Use of the Performance Diagnostic Checklist to Guide Intervention Selection in an Independently Owned Coffee Shop

Abstract

The utility of the Performance Diagnostic Checklist (PDC) (Austin, 2000) as an assessment tool to design an intervention for increasing maintenance tasks in an independently owned coffee shop was examined. The PDC, which was administered to four employees, identified a lack of appropriate antecedents and consequences as areas in need of intervention. Based on the results of the PDC, task clarification and a lottery were implemented in a multiple baseline across tasks design to increase employees' completion of maintenance tasks. The results for task group 1 yielded baseline and intervention means of 44% and 86%, respectively. The results for task group 2 yielded baseline and intervention means of 32% and 67%, respectively. A social validity measure indicated that employees thought that the appearance of the shop had improved, believed the changes helped to improve customer satisfaction, and claimed that the new procedures made their job easier. Overall, results suggest that the PDC can be an effective assessment tool for identifying and subsequently targeting specific areas of improvement within an organization.     

On the Necessity of Structure in an Arbitrary World

Abstract

The term response generalization has been poorly defined and has, over many years, been a source of controversy for applied researchers who must grapple with results that show changes in behaviors outside of the response class targeted by their intervention. The present discussion seeks to differentiate response generalization from such terms as response covariation and induction. Instead, response generalization is redefined in the context of response classes and concurrent schedules of reinforcement.     

Effects of Process and Human Performance Improvement Strategies

Abstract

Organizational performance is a function of many variables, two of which are work process factors and human performance factors. Our study compared the effects of changing a work process versus human performance improvement techniques and the combined effects of combing both techniques. A 2 (manual vs. electronic process) X 2 (with vs. without behavioral intervention) between-subjects design with stratified random assignment was employed. Forty-eight participants performed a word processing task where their minutes-in-possession and error rate were recorded. Results revealed a main effect for process type and a main effect for behavioral intervention. The largest effects were observed with the context of a combined intervention. The implications of using a combined approach and topics for future researchers are discussed.