The Use and Validation of Preintervention Diagnostic Tools in Organizational Behavior Management

Functional analyses and assessments have become the accepted gold standards in many applied areas of behavior analysis, including Organizational Behavior Management (OBM), in recent years. Despite their acceptance, OBM data on such tools have been largely absent. There are several assessment alternatives in OBM (e.g., ABC, PIC/NIC, Behavior Engineering Model), but two assessment approaches most common in the Journal of Organizational Behavior Management are Behavioral Systems Analysis (BSA) and the Performance Diagnostic Checklist (PDC). To date there have been no comprehensive reviews of BSA or the PDC from which one might draw ideas for application, research, and the advancement of the field. The goals of this paper are to (a) provide a review of the BSA and PDC literature within the Journal of Organizational Behavior Management (JOBM), (b) discuss the implications of the results of the review, and (c) provide suggestions for future research utilizing BSA and the PDC.     

Organizational Behavior Management

ABSTRACT

Organizational behavior management (OBM) is an effective strategy for managing staff in developmental disabilities. Most studies in OBM involve individual or small groups of direct-service staff and their performance with clients in a variety of applied settings. By contrast, few studies focus on the use of OBM with professional staff. This papeT reviews investigations conducted with professional staff, reveals gaps that exist in the current research, and discusses future directions that need further study. The paper concludes with case illustrations of system-wide OBM applications that produced performance improvements by professional staff and meaningful gains for clients.     

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.     

The Historical Roots of Organizational Behavior Management in the Private Sector

Abstract

Applications of behavior analysis in the private sector became visible in the late 1960s and early 1970s. By the 1980s, the field of Organizational Behavior Management (OBM) was a well established discipline. This article chronicles the people, events and publications that contributed to the formation of the field, beginning with the precursors in the 1950s and ending in the early 1980s. The contributions of individuals who have been honored by the OBM Network are detailed and emphasized. Although some historical accounts attribute the development of OBM to influences from traditional management fields, the present account, through documentation of the formative events, argues that the field developed in relative isolation from such influences, emanating primarily from Skinner's development of programmed instruction and the advent of behavioral applications in other settings. While application of psychology to the work place predated behavioral involvement, the primary force for the development and growth of OBM came from within the field of behavior analysis.     

Money and Journal of Organizational Behavior Management Interventions: A Review

Practitioners and business leaders can use monetary data to quantify the financial outcomes of interventions in organizational behavior management (OBM). The primary purpose of this review was to investigate the occurrence and classification of monetary data in the OBM literature. Other purposes were to demonstrate ways in which such data contribute to the measurement of value and to provide recommendations for its reporting and publication. Accordingly, a review was conducted of publications in the Journal of Organizational Behavior Management. Cumulative yearly results showed that cost data were reported more often than cost plus benefit data, and cost plus benefit data were reported more often than benefit data alone. More cost than benefit data were reported, most often with social validity, followed by institutionalization, then maintenance measures. However, more cost plus benefit data were reported than either cost or benefit data with a maintenance measure. It is concluded that reporting cost and benefit data would be beneficial to the field of OBM.     

A Review of Procedural Acceptability in Organizational Behavior Management

ABSTRACT

Despite the documented benefits Organizational Behavior Management (OBM) applications can have on service provision for people with developmental disabilities, OBM is not widely practiced in service systems. One variable that may impact the utilization of OBM is how acceptable the associated procedures are to staff. The research on procedural acceptability in OBM is summarized in terms of two primary methods for determining consumer satisfaction with management procedures-rating scales and discrete choices. Results of acceptability assessments utilizing ratings scales have repeatedly indicated high degrees of staff acceptance for virtually all OBM procedures. However, when staff have been asked to choose among management procedures, clear and consistent differences in acceptability have been apparent. Suggested directions for future research focus on improving acceptability assessment methodology, developing guidelines for implementing effective OBM procedures in a manner that is most acceptable to staff, and involving supervisory and professional staff in acceptability evaluations.     

History and Contribution of Organizational Behavior Management to Services for Persons with Developmental Disabilities

ABSTRACT

This article traces the development of the field of organizational behavior management (OBM) from its origins in early behavior modification studies, the development of a technology for modifying staff behavior, to recent developments in the evolution of cultures. An ecological model of staff behavior is outlined using Bronfenbrenner's (1979) ecological model of human development. The technology used to modify staff behavior is briefly reviewed. In the final section recommendations for managers and researchers are made. Managers should be aware that there is an effective technology for modifying a wide range of staff behaviors that can be implemented both in response to crises and during routine management. Future research on OBM should address three major concerns. First, OBM should broaden the scope of its enquiry beyond the immediate staff and consumer dyad to include analysis of and intervention upon the entire ecosystem within which the consumer's behavior occurs. Second, the issue of integrating theory with practice should be pursued more vigorously through fundamental research on supervisor behavior and through basing interventions on an analysis of the variables maintaining current supervisory behavior. Third, greater attention should be paid to developing training for middle managers as general ist users of the principles of OBM.     

OBM and Quality Improvement Systems

ABSTRACT

A review of the empirical OBM literature on quality improvement systems in organizations serving persons with developmental disabilities (DD) suggests the current literature offers a small but growing number of studies of large-scale, long-term, applications of behavioral supervision to improve targeted areas of staff performance. One conclusion offered is that it may be possible to expand the scope of OBM interventions in DD organizations by integrating OBM into the development of total quality management (TQM) approaches to quality improvement. To illustrate how such an integration might be accomplished, the current paper discusses OBM research in four areas that are important in implementing TQM (organizational systems analysis, team effectiveness, measuring consumer responses, and data analysis). Recommendations for practice and future research in OBM within DD organizations are discussed.     

An Analysis of the Commonality and Type of Preintervention Assessment Procedures in the Journal of Organizational Behavior Management (2000–2015)

We reviewed all issues of the Journal of Organizational Behavior Management (JOBM) from 2000 through 2015 to identify the percentage of empirical articles, which utilized some form of preintervention assessment. In addition, we categorized five types of assessment used and compared the number of assessments conducted in each category. Finally, because assessment is considered to be particularly important in the subdiscipline of behavioral safety (McSween, 2003), and prior research has not examined the commonality of assessment in this area, we also analyzed the frequency and type of assessment procedures used in behavioral safety and compared this to the use of assessment in OBM in general. Results indicated that 28% of the empirical articles in JOBM used some form of preintervention assessment. Indirect methods were the most often used type of assessment. In addition, 48% percent of the articles in JOBM, which employed a safety-related dependent variable, included some form of assessment. The most frequently used type of assessment in behavioral safety was historical assessment. Based on these data, the use of some form of preintervention assessment in OBM appears to be occurring with some regularity, and assessment in behavioral safety is more common relative to assessment in OBM in general.     

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.     

Using Concurrent Verbal Reports to Examine Data Analyst Verbal Behavior

Abstract

Evidence concerning effects of graphed data on the verbal behavior of data analysts was reviewed and revealed the fact that no verbal protocol analyses of this behavior appears in the OBM literature. A task analysis of data analysts' verbal behavior was conducted, verbal responses of two expert and two novice data analysts were collected as they viewed time-series data one data point at a time from three data sets, and these data were subjected to protocol analyses. Results were the following: (1) experienced data analysts made considerably more frequent references to data points in addition to the most recently presented data point for all three data sets than did novices, (2) experienced data analysts took more time to complete the task than did novice analysts, and (3) experienced data analysts were somewhat more accurate at identifying onset (location in time) of interventions. These results were discussed in terms of their implications for future research concerning analysis and development of visual inspection skills among data analysts. It was concluded that there exists a need to develop data sets or tasks that more reliably discriminate among expert and novice performances if verbal protocol methodology is to be fully exploited by OBM researchers.     

Unlocking the mask: a look at the process by which authentic leaders impact follower attitudes and behaviors

The conceptual and empirical links between authentic leadership and follower attitudes, behaviors, and performance outcomes have not been fully developed. Although we have a number of articles developing the theory of authentic leadership and testing propositions that will appear in a forthcoming special issue of The Leadership Quarterly (Vol. 16, Issue 3, 2005), the focus of this article is to provide some of the initial foundation work for the broader theoretical framework of how authentic leaders influence follower attitudes, behaviors, and performance. Here, we draw from positive organizational behavior, trust, hope, emotion, identification, and identity theories to describe the processes by which authentic leaders exert their influence on followers' attitudes and behaviors. Research propositions based on the proposed theoretical model and implications for future theory building and research are presented.     

A Review of Risk Perceptions and Other Factors that Influence Flood Mitigation Behavior

In flood risk management, a shift can be observed toward more integrated approaches that increasingly address the role of private households in implementing flood damage mitigation measures. This has resulted in a growing number of studies into the supposed positive relationship between individual flood risk perceptions and mitigation behavior. Our literature review shows, however, that, actually, this relationship is hardly observed in empirical studies. Two arguments are provided as an explanation. First, on the basis of protection motivation theory, a theoretical framework is discussed suggesting that individuals’ high‐risk perceptions need to be accompanied by coping appraisal to result in a protective response. Second, it is pointed out that possible feedback from already‐adopted mitigation measures on risk perceptions has hardly been considered by current studies. In addition, we also provide a review of factors that drive precautionary behavior other than risk perceptions. It is found that factors such as coping appraisal are consistently related to mitigation behavior. We conclude, therefore, that the current focus on risk perceptions as a means to explain and promote private flood mitigation behavior is not supported on either theoretical or empirical grounds.     

On Reinventing OBM

Abstract

This article comments on an argument in favor of a change in OBM's content and focus to include certain empirical findings and theoretical constructs derived from fields like Cognitive and Social Psychology. Specifically, the argument suggests that personal beliefs such as optimism, self-efficacy, and response-efficacy are influential determinants of behavior that give rise to achievement motivation and a success-seeking typology. By incorporating such constructs into OBM, it is suggested that the field will better align itself with related disciplines sharing the goal of promoting personal success, thereby enhancing its performance-improvement toolkit and fostering greater recognition and acceptance for itself within mainstream Psychology. After summarizing key aspects of this argument, this paper identifies certain of its associated challenges and then presents some specific strategies by which the OBM community can chart a future course for the field.     

重要股东市场行为引导下的利益趋同与壕沟防守效应

重要股东的市场行为不仅会对股价造成直接影响,还因其影响公司成长、与其他投资者的利益相冲突而倍受证券理论与实务界的关注。本文以存在增减持行为的A股上市公司为样本,按主成分分析法构建成长性指标,通过对重要股东增减持股票与公司成长性间的多元回归分析,研究其市场行为在多因素综合影响下对利益趋同与壕沟防守效应的催化作用。实证结论显示:重要股东增持总会强化利益趋同、减持强化壕沟防守;第一大股东持股比例越多,壕沟防守效应越明显,前十大股东持股比例越多,利益趋同效应越明显,体现了股权制衡与股权控制的平衡关系。     

Participation of Women in the Journal of Organizational Behavior Management: An Update and Extension

ABSTRACT

A number of articles have examined the participation of women in behavior analysis research. However, most have excluded JOBM from the analysis. For this review, we coded participation of women yearly, since the inception of the journal. We examined participation of women overall, as first authors, as sole authors, and in empirical articles. We also assessed collaborations between genders and identified the ten most published women in JOBM. Next, we examined the current editorial board and associate editors to provide updated information on the participation of women in those roles. Overall, we found an increasing trend of participation of women over the years with participation approaching parity in most categories in the most recent years. Finally, we discussed these results and suggested greater attention be paid to increasing participation of other underrepresented groups.     

Employee Voice Behavior: Integration and Directions for Future Research

Within organizations, employees continually confront situations that put them face to face with the decision of whether to speak up (i.e., voice) or remain silent when they have potentially useful information or ideas. In recent years, there has been a rapidly growing body of conceptual and empirical research focused on better understanding the motives underlying voice, individual, and situational factors that increase employee voice behavior, and the implications of voice and silence for employees, work groups, and organizations. Yet this literature has notable gaps and unresolved issues, and it is not entirely clear where future scholarship should be directed. This article, therefore, is an attempt to review and integrate the existing literature on employee voice and also to provide some direction for future research.     

Team Receptivity to Newcomers: Five Decades of Evidence and Future Research Themes

Reviews of research on newcomers mostly address socialization processes, focusing on individual adjustment. This article takes a different approach by examining the ways in which teams adapt to newcomers, indicating team receptivity. We review the empirical research published over the last five decades (1960–June 2012) that examines the antecedents of three team receptivity components—team reflection, team knowledge utilization, and newcomer acceptance—across different research disciplines and team settings. Drawing on this literature, we propose that team receptivity to newcomers can have positive consequences for sustained team performance, provided that team reflection and team knowledge utilization coincide with newcomer acceptance. We challenge scholars to tackle these three components simultaneously and provide methodological recommendations for doing so. To facilitate such efforts, we present a conceptual multi-level model specifying team, oldtimer, and newcomer characteristics that contribute to team receptivity and are amenable to managerial intervention.