Impact of an Overt Response System on Staff Performance and Maintenance of Computer-Based Instruction

Interactive Computer Based Instruction (CBI) systems involve teaching strategies to facilitate greater response opportunities during training in an effort to improve learner performance. The current study investigated the effect of online staff training videos with and without overt response requirements on posttest and maintenance test scores across six block-randomized instructional modules for four employees of a university located in the southeastern region of the United States. The overt response consisted of multiple-choice questions administered throughout select teaching modules using an alternating treatment design. Findings suggest that learning occurred as a result of the CBI training; however, the effectiveness of the overt response system varied across individuals, with no discernible differentiation between learning gains associated with response requirements. Other areas of research for expanding the efficacy of CBI and overt response systems are highlighted.     

The Use of Video Modeling,Prompting, and Feedback to Increase Credit Card Promotion in a Retail Setting

We evaluated the use of video modeling, role play, prompting, and feedback to increase credit card promotion by sales associates in a retail setting. We first used the Performance Diagnostic Checklist (Austin, 2000 Austin, J. 2000. “Performance analysis and performance diagnostics”. In Handbook of applied behavior analysis, Edited by: Austin, J. and Carr, J. E. 321–349. Reno, NV: Context Press.  [Google Scholar]) to identify the variables contributing to the poor performance of two sales associates. Based on the results, we developed an intervention package that included a video model, instructional prompt cards, role play, and feedback. During baseline, target employees asked a mean of 26% of customers to enroll in the credit card program. Following intervention, target employees asked a mean of 84% of customers to enroll in the credit card program. Furthermore, employees rated the intervention as enjoyable, as effective, and as a system that they would continue to use. The results illustrate the effectiveness of video modeling, prompting, and feedback in increasing credit card promotions and delivering critical information about the card to daily customers.     

The Observer Effect and Its Impact on Staff Behavior in an Acquired Brain Injury Neurobehavioral Treatment Setting

Staff in three neurobehavioral residential settings (5 in each residence for a total of 15 staff) were trained on specific positive interaction behaviors in a multiple baseline design. Staff in each of the residences were provided with recommended behaviors for interacting with residents through an observational procedure where they observed and completed checklists on video models of the targeted staff interaction behavior. In addition to staff interaction behaviors, subsequent levels of adaptive resident behaviors were also examined, such as active engagement and indices of happiness. Targeted interactions increased from an average of 7.2% of intervals during baseline to 80% during the intervention. Productive involvement engaged in by residents increased from 17.9% in baseline to 73.9% during the intervention, and the happiness indices of residents increased from 6.1% in baseline to 67.5% during the intervention.     

A Comparison of Pyramidal Staff Training and Direct Staff Training in Community-Based Day Programs

This study evaluated two methods of training staff who were working with individuals with developmental disabilities: pyramidal training and consultant-led training. In the pyramidal training, supervisors were trained in the principles of applied behavior analysis (ABA) and in delivering feedback. The supervisors then trained their direct-care staff and, subsequently, provided ongoing performance feedback. In the consultant-led training, the direct-care staff was trained in the principles of ABA. Both groups learned similar amounts of knowledge of ABA principles, but pyramidal training was more effective in teaching staff to use correct teaching procedures with consumers. In addition, the pyramidal training group maintained the improvement in their teaching procedures at a 3-month follow up, while the consultant-led training group's performance declined.     

The Effects of Evaluating Video Examples of Staffs' Own Versus Others' Performance on Discrete-Trial Training Skills in a Human Service Setting

Many studies have been conducted evaluating the use of feedback in staff training in organizational settings. Central to this literature has been the use of a variety of forms of feedback, including videotaped feedback. A distinction is outlined between video modeling and a variety of possible video feedback procedures. Previous studies have indicated a possible positive training effect on staff skills from simply being exposed to relevant videotaped performances of those skills or as a result of evaluating video modeled performances. This study evaluated the effectiveness for training teaching skills of having staff evaluate videotaped teaching skills as performed by themselves versus others. The current study results replicate earlier research on the effectiveness of evaluating video models as a training method and do not suggest a difference between observing oneself as opposed to observing someone else. Future research suggestions for the general use of video in training are provided.     

A Preliminary Laboratory Evaluation: Effects of Consequence Quality and Ratio-Schedule Arrangements on Staff Performance

ABSTRACT

Supplementary, contingent pay arrangements can result in improved employee productivity and increased job satisfaction. We examined the effects of four stimulus delivery arrangements on performance in a computer-based task in a simulated work context. Three participants entered hypothetical client data onto a Microsoft Excel® invoice and earned gift-cards for task completion according to the following conditions: (a) fixed-ratio/high-preference stimuli (FR/HiP), (b) variable-ratio/high-preference stimuli (VR/HiP), (c) fixed-ratio/varied stimuli (FR/Var), and (d) variable-ratio/varied stimuli (VR/Var). For two of three participants varied reinforcers produced similar levels of responding to high-preference stimuli regardless of schedule type, whereas varied reinforcers did not support responding for the third participant. All participants preferred working under conditions of access to high-preference reinforcers. Results are discussed in light of creating efficient performance improvement plans in organizational settings.     

A Further Evaluation of Response Cards: Teaching Direct Care Staff Basic Behavioral Principles

Numerous studies have demonstrated the efficacy of response cards for teaching students in educational settings; however, the effectiveness of response cards has yet to be examined in organizational settings where such strategies may be very useful (i.e., in staff training). The purpose of this study was to evaluate the utility of response cards during in-service training to teach basic behavioral principles to direct care staff working in a human service setting. Results indicated that individuals who received the response card training participated more during training and were able to retain more information over time relative to those who received a standard in-service training.     

Functional Assessment and Intervention for Organizational Behavior Change: Improving the Timeliness of Staff Meetings at a Human Services Organization

We implemented functional behavioral assessment (FBA) at a human services organization to reduce the tardiness of scheduled staff meetings. Following baseline, FBA focused on antecedent and consequence conditions that affected staff arriving on time to scheduled meetings. These data were subsequently presented at a staff meeting in which staff planned an intervention to improve the timeliness of meetings. The intervention, composed of premeeting reminders, positive reinforcement for arriving on time, and meeting termination criteria (to facilitate meeting-to-meeting transitions), was implemented in a multiple baseline design across 3 types of meetings. As a result of the intervention, the number of minutes late that meetings started decreased. We discuss FBA within organizational behavior management that targets performance improvement objectives.     

Using Scorecards and a Lottery to Improve the Performance of Behavior Technicians in Two Autism Treatment Clinics

ABSTRACT

Performance scorecards are tools that measure staff performance across multiple criteria to produce a single, overall performance score, which can be used as feedback for employees. While scorecards are considered a low-cost and effective approach to improve performance, published research demonstrating the effectiveness of scorecards is limited. The current study attempted to first demonstrate the effectiveness of scorecard feedback to improve performance, then, evaluate the added effects of linking the scorecard feedback to a lottery. Current results suggest scorecard feedback can modestly improve average employee performance, and linking the scorecard to a lottery may result in further performance improvements.     

Using Task Clarification and Feedback Training to Improve Staff Performance in an East African Nongovernmental Organization

The present study used a multiple-baseline design to illustrate the effectiveness of an intervention package consisting of a multipurpose job aid and feedback training in improving the performance of supervisors and animal trainers in a nongovernmental organization headquartered in East Africa. Prior to the intervention, the performance of three supervisors and three animal trainers was suboptimal. Performance improved when supervisors were taught to use the job aid and provide feedback, and reached a high and consistent level during a subsequent phase, in which supervisors used the job aid independently. Limited maintenance and generalization data suggest that the intervention package produced lasting and generalized effects, and social validity data suggest that supervisors viewed the intervention as acceptable. These findings appear to be the first experimentally controlled demonstration of the potential value of organizational behavior management in improving performance in nongovernmental organizations working in resource-poor areas.     

An Evaluation of Training Procedures for Animal Shelter Volunteers

This study evaluated the effects of 3 training procedures on the correct implementation of a dog walking and enrichment protocol (DWEP). During the shelter’s typical training, volunteers correctly implemented just over half of all DWEP steps (M = 55.2%). Correct implementation of the DWEP procedure improved when participants completed a video-based self-training package (M = 75.3%) but did not reach the preestablished mastery criterion of 85% fidelity with 0 safety errors. Correct implementation improved during coaching (M = 90.6%), which consisted of modeling and positive and corrective feedback, and was maintained during 1-week and 1-month follow-up probes. Criterion performance was demonstrated by 2 of 3 participants at the conclusion of the study.     

Effectiveness of Job Aids and Post Performance Review on Staff Implementation of Discrete Trial Instruction

Discrete-trial instruction (DTI) is a well-established instructional method for teaching children with autism. Accurate implementation of DTI procedures requires that staff be well trained. This study examined the effectiveness of job aids followed by post performance review of strengths, errors, and accuracy on discrete trial instructional accuracy in three participants who conducted DTI within their current job positions. Additionally, primary training procedures were embedded within a meta-shaping procedure, which involved the gradual and systematic introduction of three levels of behavioral components required for accurate implementation of the DTI sequence with mastery criteria set at 90% accuracy across all three levels. As demonstrated in a changing criterion within a multiple baseline design, staff demonstrated increases in DTI accuracy following the initiation of the job aid condition; however, some degree of performance-based feedback was required to establish high levels of procedural fidelity across the DTI sequence. Performance accuracy on maintenance probes remained at high levels. These findings provide support that job aids followed by performance-based feedback may be an effective and efficient method for shaping high levels of DTI procedural fidelity in staff. Additionally, gradual shaping of the DTI accuracy may scaffold performance, minimize errors, and increase social validity.     

Assessing Observer Effects on the Fidelity of Implementation of Functional Analysis Procedures

Instructing and training others to implement functional analysis (FA) procedures can be a cumbersome and time-consuming task. Students and practitioners are required to learn all of the various components to establish conditions and analyze results while also learning to conduct the sessions. The current study assessed the fidelity of individuals implementing FA conditions after observing and rating the fidelity of videos models, using a multiple-baseline design across FA conditions. Video models of each condition were provided throughout; however, participants were only asked to provide fidelity ratings for one video. Results demonstrated the intervention was successful in increasing participant performance above baseline levels for 16 of 17 participants, with 7 participants requiring an additional intervention in which they were asked to observe their own performance. Further research should evaluate the degree to which this procedure may effectively prepare individuals working with non-confederate children and carry over to other responses and settings.     

Effects of Behavioral Skills Training With Directed Data Collection on the Acquisition of Behavioral Practices by Workers in a Private,Not-for-Profit Child Care Center

Thirty-one workers at a childcare center were observed working with children and data were recorded on their performance of seven behavioral practices. Each week data from observations of individual workers were aggregated into a single data point for each strategy, presented graphically, and posted publicly in the center. Approximately once per month supervisors provided 30 minutes of training (video modeling with directed data collection and discussion) to all workers. Staff reached criterion with training for three skills, and without training for four skills. By study’s end aggregate worker performance was demonstrated at, or above, 80% for all skills.     

编制总量的核定方法与模型──地方政府机关编制

确定政府机构人员编制总量是一个十分重要而又难度很大的决策课题。对于地方政府机关编制,本文提出一种核定编制总量的方法,并采用数据包络分析方法和神经网络技术建立了编制总量的核定模型。     

Reviewing performance: an analysis of the structure and functions of performance management reviews

This article proposes an analytical framework for conceptualising performance management reviews (PMRs). Drawing on multiple literatures, the article applies Pettigrew et al.'s (Pettigrew, A., Whipp R., and Rosenfield R., 1989. Competitiveness and the management of strategic change processes. In: A. Francis, and P.K.M. Tharakan, eds. The competitiveness of European industry: country policies and company strategies. London: Routledge) framework to develop our understanding of the context, process and content of PMR. The process elements of PMRs are the levers for managerial intervention as they determine the immediate outcome of PMR. They accomplish this task by acting on the content elements, transforming the subject of PMR into specific outcomes. The scope of the intervention, however, is constrained by factors in the organisation's context. This framework sheds light on various functions of PMRs, most notably strategy implementation.     

A Literature Review of Organizational Behavior Management Interventions in Human Service Settings from 1990 to 2016

We reviewed the Journal of Applied Behavior Analysis (JABA), Journal of Organizational Behavior Management (JOBM), and Behavior Analysis in Practice (BAP) from 1990 to 2016, to identify articles that evaluated organizational behavior management interventions in a human service setting. Of those articles, 75 articles met the inclusion criteria for the review, 44 from JABA (1990 to 2016), 22 from JOBM (1990 to 2016), and 7 from BAP (2008 to 2016). We categorized each selected article by setting, employee population, client population, assessment, dependent variable, independent variable, and outcome measures. Results from the review are discussed for all three journals. Recommendations are made to broaden the scope of population and dependent variable targets, include more assessments, and include outcome data when applicable.     

Quality management and performance: a comparison between the UK and Turkey

Purpose: The aim of this article is to detail the correlation between quality management, specifically its tools and critical success factors, and performance in terms of primary operational and secondary organisational performances.

Design/methodology/approach: Survey data from the UK and Turkey were analysed using exploratory factor analyses, structural equation modelling and regression analysis.

Findings: The results show that quality management has a significant and positive impact on both primary and secondary performances; that Turkish and UK attitudes to quality management are similar; and that quality management is widely practised in manufacturing and service industries but has more statistical emphasis in the manufacturing sector. The main challenge for making quality management practice more effective lies in an appropriate balanced use of the different sorts of the tools and critical success factors.

Originality/value: This study takes a novel approach by: (i) exploring the relationship between primary operational and secondary organisational performances, (ii) using service and manufacturing data and (iii) making a cross-country comparison between the UK (a developed economy) and Turkey (a developing economy).

Limitations: Detailed contrast provided between only two countries.     

A Look at the Financial-Social Performance Nexus when Quality of Management is Held Constant

This research note advances understanding of the possible link between social and financial performance by using a financial-halo- removed measure of quality of management as control variable, along with more traditional controls of size, risk, and industry. The control, quality of management, is found to be highly associated with financial performance. Corporate social performance, measured both as a single indexed variable and as treatment of separate primary stakeholders (product/customer, employees, environment, and community), produces negligible or insignificant relationships with financial performance.     

从脑部科学与认知科学的理论基础发展中国谋略管理——以苏东坡的头脑认知分析为例

以苏东坡的诗词来分析他的谋略管理认知缺陷，并解释其仕途的困境；结合近年来脑部科学、认知科学、人类学，以及主管智能与多元智能研究，来解释谋略思考者的脑力；最后，建议以脑部科学与认知科学为基础，重新整理分析中国的谋略管理精华，以产生新的谋略管理研究领域。