Reducing Absenteeism and Rescheduling Among Grocery Store Employees With Point-Contingent Rewards

The purpose of this research was to evaluate a reward program designed to reduce absenteeism among staff (N = 38) at a grocery store. The intervention included public feedback and a credit reward system whereby participants got store dollars for attendance and authorized rescheduling of work assignments. Results showed that absenteeism decreased from a group mean of 8 shifts missed per week during baseline to 4.25 shifts missed per week during the intervention before increasing to 6.75 shifts missed per week during the reversal phase. The mean total rescheduling occurrences were reduced from a baseline average of 19.83 per week to 9.25 per week during the intervention and returned to 22.25 per week during the reversal. Employees were also less likely to leave early during the intervention period.     

The Effects of Task Clarification and Group Graphic Feedback on Early Punch-In Times

Task clarification in the form of workplace policy guidelines coupled with weekly graphic feedback of group punch-in times on the staff clock were presented to waitstaff, cooks, cash register clerks, dishwashers, buffet attendants, and hourly assistant managers in a restaurant sub-franchise. Clocking in early dropped from 130 min during baseline to 62 min per week during intervention. A 1-week return to baseline resulted in 189 min of clocking in early by restaurant personnel. The use of task clarification and group feedback reduced company expenses without reductions in job satisfaction or increased stress.     

Absenteeism in Health Care: Using Interlocking Behavioral Contingency Feedback to Increase Attendance With Certified Nursing Assistants

This research used an ABA multiple baseline design across hospitals to evaluate a behavioral intervention designed to reduce absenteeism among 64 certified nursing assistants (CNA) in a rural health care organization. Pre-baseline assessments suggested that when CNAs were absent from work, other employees had to work unscheduled shifts. Because of this metacontingency, employees reported that they skipped work themselves to make up for the extra shifts they had to cover. This cycle created more unscheduled shifts and potentially caused the high absenteeism prevalent at the organization. An intervention with normative and metacontingency feedback significantly decreased the total number of days CNAs were absent per week across the three hospitals from a baseline mean of 0.24 (SD?=?0.19) days per week (7.74% of their scheduled hours) to a mean of 0.13 (SD?=?0.17) days per week (3.81% of their scheduled hours) during the intervention. In a return to baseline the total number of days CNAs were absent per week across the three hospitals increased to a mean of 0.24 (SD?=?0.20) days per week (7.47% of their scheduled hours).     

Using Public Feedback and Competitive Rewards to Increase the Safe Driving of Pizza Deliverers

Abstract

This study investigated the effects of a safe driving competition facilitated by publicly-posted individual feedback. The turn-signal use, safety-belt use, and complete intersection stopping of 82 pizza deliverers were observed at two experimental and three control stores, as well as among the civilian population. After baseline observations, pizza deliverers received posted weekly individual feedback on their turn-signal use (at Store A) or complete intersection stops (at Store B). The deliverers' safe driving scores were posted individually on a vertical scale along with their names. Each week the deliverer with the highest average performance was rewarded with a free vehicle-maintenance coupon. Turn-signal use among drivers at Store A (n= 24) increased 22 percentage points from baseline to the intervention phase which was maintained into the withdrawal phase. Complete intersection stopping among drivers at Store B (n= 21) increased 17 percentage points from baseline to the intervention phase and was maintained into the withdrawal phase. Although the winners of the weekly competitions had the greatest increase in performance, non-winners also increased their instances of safe driving during the competition.     

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.     

The Effects of a Combined Goal Setting,Feedback and Incentive Intervention on Job Performance in a Manufacturing Environment

Abstract

Baked anodes are used in finished aluminum production. Employees of a large multinational aluminum smelter were responsible for the production of more than 3500 baked anodes per week. During a 74 week long baseline (A) condition, production of unusable anodes exceeded 300 per week or 8.6 percent of their nominal 3500 anode production requirement. A problem analysis suggested that this high rate of defective anodes might have been due to weak antecedents, inefficient work procedures and weak performance contingencies. An intervention package that included a combination of goal setting, performance feedback, and tangible rewards was designed to strengthen antecedents and consequences of job performance. A performance feedback system was introduced with and remained constant across the three types of performance contingent rewards and three successively higher goal levels. The three reward and goal combinations were introduced to “strengthen” antecedents and performance contingencies within an A-B1-B2-B3-A with reversal to baseline conditions design. Anode reject rates were lower (better performance) during the three intervention phases compared to both the pre- and post-intervention baseline phase data. A dramatic performance improvement (lowered rate of rejects) was observed during the B3 phase that included the highest performance goal. These data demonstrate that a treatment combination of specific goal setting, feedback and tangible rewards can “strengthen” antecedents and performance contingencies resulting in improved objective performance in a manufacturing environment.     

Behavior Management of Client Contacts in a Real Estate Brokerage

A Project intended to increase client-contacting behavior on the part of 16 real-estate sales persons was described. Both contacts with prospective (initials) and with established clients (followups) were targeted for change. During a 20-week baseline, agent self-reports were used as a basis for posting weekly charts of contact behavior together with measured sales and listing performances. A conjunctive token-reinforcement procedure involving both contact behaviors was introduced during a 15 week intervention phase. For all agents as a group, a sustained increase in both behaviors was noted during this phase. Additional analyses revealed, however, that for low baseline performers, the intervention effect was only short-lived. During a subsequent three-week prewithdrawal stage, the increased behavion from the previous phase reverted nearly to baseline levels, despite the continued intervention, in response to instructions that program withdrawal was imminent. Contact behaviors further declined to below baseline levels during the following 4-week withdrawal stage when both posting and token procedures were actually discontinued. A tenninal 6 week reversal phase was marked by a nearly full recovery for all agents of asymptotic intervention levels of contact behavior under a reversed conjunctive token reinforcement schedule. Evidence indicating a correlation between changes in contact behaviors and changes in sales was presented. Also, other company benefits presumably derived from the program were described. Finally, the outcomes of this study were discussed in terms of several important validity concerns.     

Increasing Physical Therapy Equipment Preparation Using Task Clarification,Feedback and Environmental Manipulations

The purpose of this study was to increase completion of tasks related to morning preparation procedures among 2 full-time and 4 part-time employees at a physical therapy clinic. A functional assessment was conducted to aid in the development of the treatment package consisting of graphic feedback, task clarification, and equipment manipulations. Later, graphic feedback was replaced with verbal feedback from the manager to facilitate maintenance of the intervention by the manager. During baseline, the mean checklist completion percentage was 18.4% and 56.5% for the therapy area and the hygienic activity area, respectively. This improved to 82.1% and 90.3% during the first intervention phase and remained above baseline levels at 75.6% and 100% during the second intervention phase. The results of this study suggest that the package intervention derived from the assessment was effective at increasing preparation task completion. Performance maintained above baseline levels at a three-month follow-up observation for the therapy area (50%) and the hygienic activity area (83.3%). According to the treatment acceptability assessment, graphic and verbal feedback were viewed as favorable by employees.     

Using Task Clarification,Goal Setting,and Feedback to Decrease Table Busing Times in a Franchise Pizza Restaurant

The current study investigated the effects of task-clarification, and manager verbal and graphic feedback on employee busing times at a pizza restaurant. Using an ABC design, task-clarification was provided in a memo, which described the process, priority, and goal time of busing. The busing time decreased slightly, from an average of 315 seconds during baseline to an average of 284 seconds after the task clarification memo. The majority of this change was accounted for by servers decreasing the time it took them to arrive at the table to begin busing. Subsequent to the employee memo, group feedback was administered in the form of verbal feedback and a weekly graph of average server busing times. This feedback was associated with reductions in busing time to an average 152 seconds. Changes in the feedback phase were caused almost exclusively by reductions in the time it took to clean the table once the server was there. A reversal to near-baseline busing times was observed in a follow-up phase. Prebusing and cross-busing were not associated with shorter busing times.     

Changing Patterns of Residential Care

The use of soft-tie restraint, a common means of controlling the assaultive behavior of mentally retarded residents in institutions, was examined with a retrospective design. Naturally occurring changes over a 39-month period were divided into (a) changes in management personnel that were associated with changes in management support of behavioral programming, (b) changes in staff training and feedback, and (c) a change in the physical location of the Program. Use of restraint decreased when the use of behavioral programming was supported by management and increased when it was not. When a four-person Training Team provided staff with training and formal and informal fecdback, restraint was used less than it was when the Training Team was outside the Program and training and feedback were not provided. Changing the physical location of the Program had little effect on the use of restraint. Relative to baseline, use of restraint decreased by 80% when management supported the use of behavioral programming and the Training Team was in the Program providing training and feedback. Reductions in the use of restraint were correlated with a corresponding reduction in Special Incident Reports which were filed when an event such as injury to a resident or staff member occurred.     

Decreasing Delivery Drivers' Departure Times

Abstract

A performance feedback and goal setting procedure was used to improve the morning departure times for delivery drivers in a social services agency that provided meals to elderly clients. Daily group feedback with changing-criterion goal setting was delivered using charts in a publicly accessible area. Upon the onset of the intervention, performance improved significantly and accordingly reversed during the first withdrawal phase. These improvements were replicated in a second feedback phase but did not reverse in a second withdrawal phase. Individuals who were relatively low performers during the baseline phase saw their performance improve to equal that of relatively high performers during the intervention phases. This demonstration project replicates and extends a well-established OBM intervention to a transitional work environment.     

Relative Effects of Daily Feedback and Weekly Feedback on Customer Service Behavior at a Gas Station

The relative effects of daily and weekly feedback on customer service behavior at a gas station were assessed using an ABC within-subjects design. Four critical service behaviors were identified and measured daily. After baseline (A), weekly feedback (B) was introduced, and daily feedback (C) was introduced in the next phase. The results indicated that the service behaviors improved when the weekly feedback was introduced and improved further when the daily feedback was introduced.     

Improving the Quality of Hotel Banquet Staff Performance

The banquet staff at a north Texas hotel were responsible for setting up 11 different functions for conferences and meetings. The functions were often set up late and items were often omitted. An analysis suggested that performance problems were Ihe result of weak antecedents, inefficient work procedures, inadequate training, and weak performance contingencies. A treatment package consisting of task checklists, feedback, goal setting, monetary bonuses for quality performance, training and job aids was designed to enhance the accuracy and timeliness of function setups. Performance increased from an average of 68.8% on a quality measure (accuracy plus timeliness of setups) in baseline to 99.7% during the treatment phase. Performance decreased to 82.3% during a second baseline phase in which the intervention was discontinued by hotel management. Performance increased to 99.3% with the reintroduction of the treatment package. Customer satisfaction ratings of banquet setups and service were high during the interventions. Treatment effects are discussed with respect to rule-governed behavior.     

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 the Accuracy of Computerized Summaries of Court Case Activity

This study examined data reporting problems in a local trial court environment. Inaccuracies in computerized summaries of criminal court filing documents were chronic and created problems for other individuals in the judicial system. An error reduction management intervention employing monitoring, objectives, feedback, and praise was implemented in the Clerk's Office and two other county offices to increase the accuracy of the data reported. Data accuracy increased from 45% during baseline to 95% at follow-up. The contingencies within the court and the effect of these contingencies on the attempts of the researchers to implement the performance management program are discussed.     

A Goal-Setting and Feedback Intervention to Increase ID-Checking Behavior: An Assessment of Social Validity and Behavioral Impact

A participative goal-setting and feedback intervention increased cashiers' identification-checking behavior at a large grocery store. The cashiers' identification-checking percentages increased from 0.2% at baseline to 9.7% during the intervention phase and then declined to 2.3% during withdrawal. At the control store, the percentages of identification-checked purchases were 0.3%, 0.4%, and 0.7%, respectively, during the A-B-A phases at the intervention store. A comprehensive social-validity assessment showed ID-checking to be accepted by both cashiers and customers.     

“How May I Help You?” Improving Telephone Customer Service in a Medical Clinic Setting

The current study was carried out per management request to improve the overall quality of telephone customer service among appointment coordinators in a medical clinic. Exceptional telephone customer service included (a) using a standard greeting, (b) speaking in the appropriate tone of voice throughout the call, and (c) answering every call received by the unit. A preintervention analysis suggested that performance deficiencies resulted from weak antecedents, poor knowledge and skills, and weak performance contingencies. Task clarification, goal setting, feedback, and performance-contingent consequences were combined to improve these customer service behaviors for 20 full-time appointment coordinators at the clinic. The study used an ABÁ reversal design with weekly maintenance and 5-month follow-up observations. Introduction of the multicomponent intervention produced visible improvements in greeting (38% increase) and friendly voice tone (22% increase) behaviors; performance was maintained above baseline levels at 5 months postmaintenance. Abandon rates (the percentage of calls not answered by a live voice) remained fairly stable, on average. Findings support the use of a multicomponent intervention to increase telephone customer service behavior in medical clinic settings.     

A Supervisory System for Accomplishing Long-Range Projects

This article describes a supervisory system designed to help people maintain a steady rate of work, toward the accomplishment of long-range goals. The main features of the system are: (a) written task specification, b) weekly subgoals or deadlines, (c) weekly monitoring, (d) weekly feedback, and (e) added incentives. We applied this system to the supervision of MA thesis research, using a BAB reversal design, to investigate the effects of an incentive system consisting of performance-based points toward a letter of recommendation combined with weekly feedback. This incentive system produced a high and steady rate of completion of the weekly research tasks when it was present, while the rate of completion was considerably lower during the baseline phase, when the incentive system was absent. Twelve of the 15 individual subjects and five of the seven research tasks showed these results. In a subjective evaluation, the participants approved of this type of supervising system. This system may be applicable to the supervision of many long-term projects.     

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.     

Reducing Electricity Use on Campus: The Use of Prompts,Feedback, and Goal Setting to Decrease Excessive Classroom Lighting

Energy conservation is an important factor in both sustainability programs and operating costs faced by organizations. The current study used visual prompts, performance feedback, and goals setting to reduce unnecessary classroom lighting on a college campus. A package intervention was applied weekly over a semester using a multiple baseline design across three units, with one unit serving as a baseline-only control. Signs were hung in classrooms and updated weekly. The signs asked users to conserve energy by turning off the lights when the room is not in use, and indicated progress toward a goal for the current room as well as the building overall. The combined treatment successfully reduced unnecessary classroom lighting and generated interest in campus sustainability programs.