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.     

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.     

An Evaluation of the Consultant Workshop Model in a Human Service Setting

The purpose of the present study was to document and evaluate an application of the consultant-workshop model commonly employed by Organizational Behavior Management consultants. The consultation took place in a nonprofit human service setting that delivers behavioral services to children diagnosed with autism and their families. Workshop attendees were 13 senior therapists each of whom oversaw six to eight instructor therapists who provided behavioral services to clients. The training took place three years prior to this evaluation across five months and four workshop sessions. Participants learned to pinpoint, measure, diagnose, and intervene and then they presented their project at the last workshop and these projects were documented. When possible, follow-up information was gathered to determine the extent to which this approach facilitated maintenance of the projects and generalization to other opportunities for performance improvement. Results indicated that projects were, in general, very effective. At follow-up, some components of the projects remained in place and limited evidence indicated that the performance improvements maintained or generalized. Based on the findings, recommendations for improving the workshop model are provided.     

Improving Treatment Integrity in a Human Service Setting Using Lottery-Based Incentives

The present study was conducted to improve implementation fidelity of discrete trial training procedures. Three participants were selected from a special education school providing services for students with intellectual disabilities. Staff behaviors measured included the correct implementation of a prompt hierarchy, the accuracy of data recorded, the correct delivery of prompts, and whether procedures were correctly set up for the following day's activities. Intervention consisted of daily verbal and graphic feedback and a lottery-based incentive system in which staff had to perform at a set goal level for the week in order to be eligible for entry into a drawing. A multiple-baseline-across-participants design was utilized to evaluate the effects of the intervention package, and integrity improved consistently for all participants during the intervention.     

Increasing the Accuracy of EpiPen Administration With a Brief Behavioral Skills Training Package in a School for Autism

Behavioral staff at a school for children with autism investigated the effects of a brief behavioral skills training procedure to promote the appropriate administration of the EpiPen in an emergency situation by school staff. A 10-item task analysis was created outlining the steps required to use the EpiPen effectively and safely and was validated by the school’s registered nurse. Following a pretest in which members of both groups completed a minimal number of steps, the experimental group was trained via instructions, modeling, praise, feedback, and role playing to correctly use the EpiPen whereas the control group received no such training. Posttest scores indicated that the brief intervention was an effective means of teaching appropriate administration of the EpiPen with school staff.     

The Effects of Progressively Thinning High-Preference Item Delivery on Responding in Employees

The use of mixed-preference reinforcer delivery (i.e., the random delivery of a set of items with varying degrees of preference for each individual) with employees has been found to produce moderate levels of responding in an analog setting; however, mixed reinforcer delivery may not conform to the recommendations made by some popular writers in organizational behavior management. The current investigation used a progressively thinning high-preference stimulus delivery procedure to investigate the use of mixed reinforcer delivery with 5 employees. Results indicated that most participants did not reliably complete work when the percent chance of earning a high-preference item dropped below 100%. These results do not support the use of varied reinforcers in applied settings.     

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.     

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 SAM Framework: Modeling the Effects of Management Factors on Human Behavior in Risk Analysis

Complex engineered systems, such as nuclear reactors and chemical plants, have the potential for catastrophic failure with disastrous consequences. In recent years, human and management factors have been recognized as frequent root causes of major failures in such systems. However, classical probabilistic risk analysis (PRA) techniques do not account for the underlying causes of these errors because they focus on the physical system and do not explicitly address the link between components' performance and organizational factors. This paper describes a general approach for addressing the human and management causes of system failure, called the SAM (System-Action-Management) framework. Beginning with a quantitative risk model of the physical system, SAM expands the scope of analysis to incorporate first the decisions and actions of individuals that affect the physical system. SAM then links management factors (incentives, training, policies and procedures, selection criteria, etc.) to those decisions and actions. The focus of this paper is on four quantitative models of action that describe this last relationship. These models address the formation of intentions for action and their execution as a function of the organizational environment. Intention formation is described by three alternative models: a rational model, a bounded rationality model, and a rule-based model. The execution of intentions is then modeled separately. These four models are designed to assess the probabilities of individual actions from the perspective of management, thus reflecting the uncertainties inherent to human behavior. The SAM framework is illustrated for a hypothetical case of hazardous materials transportation. This framework can be used as a tool to increase the safety and reliability of complex technical systems by modifying the organization, rather than, or in addition to, re-designing the physical system.     

The Effects of a Goal Setting Intervention on Productivity and Persistence in an Analogue Work Task

The authors of this study sought to quantify the beneficial effect of goal setting on work performance, and to characterize the persistence or deterioration of goal-directed behavior over time. Twenty-six participants completed a computer-based data entry task. Performance was measured during an initial baseline, a goal setting intervention that consisted of either a high, unattainable goal (high goal condition) or a low, attainable goal (low goal condition), followed by a return to baseline, and a second goal setting intervention (the alternate goal to the first goal). In the fifth condition, each participant was given the choice to work in either the high or low goal condition. Greater performance increases were reliably observed during the high goal condition than during the low goal condition, but patterns of persistence or deterioration varied across participants. The implications of the findings for the development and understanding of goal setting interventions in the workplace are explored.