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.     

Hawthorne:

The Relay Assembly Test Room study in the famous research that produced the Hawthorne effect can be regarded as an early OBM experiment. As was shown in reexamination and analysis more than four decades later, it involved both monetary reinforcement and discriminative feedback and had numerous points in common with contemporary OBM investigations. From that restudy have been derived some lessons for productivity that are pertinent today, involving conditions of work, information feedback, money incentivation, removal of disincentives, job enlargement, job satisfaction, job attendance, automation and potentiation, and long-term investment. The Hawthorne research left a richer legacy than has been generally realized.     

The Impact of Skinner's Verbal Behavior on Organizational Behavior Management

In the book Verbal Behavior, Skinner provided a comprehensive, behavioral account of language. While the impact of Skinner's analysis on empirical research has been examined broadly, this review of the literature focused on studies relevant to organizational behavior management (OBM). Both empirical and nonempirical journal articles in OBM were analyzed, along with several influential books in the field. The results of this review indicate that the conceptual framework provided in Verbal Behavior has had virtually no impact on empirical research in OBM and very limited impact on conceptual work. Potential reasons for this lack of influence are discussed, and further research on verbal behavior in organizations is encouraged.     

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.     

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.     

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.     

MEASURING INTERTEMPORAL SUBSTITUTION: THE IMPORTANCE OF METHOD CHOICES AND SELECTIVE REPORTING

I examine 2,735 estimates of the elasticity of intertemporal substitution in consumption (EIS) reported in 169 published studies. The literature shows strong selective reporting: researchers discard negative and insignificant estimates too often, which pulls the mean estimate up by about 0.5. The reporting bias dwarfs the effects of methods, with the exception of the choice between micro and macro data. When I correct the mean for the bias, for macro estimates I get zero, even though the reported t‐statistics are on average two. The corrected mean of micro estimates of the EIS for asset holders is around 0.3–0.4. Calibrations greater than 0.8 are inconsistent with the bulk of the empirical evidence.     

Beyond Positive Reinforcement

Abstract

This article comments on the need to recognize that OBM already is a “positive psychology” for many more reasons than just that it embraces positive reinforce as a cornerstone of workplace improvement. This paper suggests there are at least 10 ways in which OBM constitutes a distinctly “positive” and humanizing approach to management practices. These ways are enumerated and briefly reviewed.     

The Impact of Wireless Technology on Loading Trucks at an Auto Parts Distribution Center

An intervention was introduced for truck loaders that used wireless vehicle mount computers that included auditory, visual feedback, and immediate data delivery. The implementation reliably reduced pallets from being loaded out of sequence for all outbound trucks in multistop routes. The role of the organizational behavior management (OBM) practitioner in designing work procedure changes using technical solutions, requiring a minimum of training, to accelerate key operational processes was examined.     

Estimation of Tuberculosis Risk on a Commercial Airliner

This article estimates the risk of tuberculosis (TB) transmission on a typical commercial airliner using a simple one box model (OBM) and a sequential box model (SBM). We used input data derived from an actual TB exposure on an airliner, and we assumed a hypothetical scenario that a highly infectious TB source case (i.e., 108 infectious quanta per hour) travels as a passenger on an 8.7-hour flight. We estimate an average risk of TB transmission on the order of 1 chance in 1,000 for all passengers using the OBM. Applying the more realistic SBM, we show that the risk and incidence decrease sharply in a stepwise fashion in cabins downstream from the cabin containing the source case assuming some potential for airflow from more contaminated to less contaminated cabins. We further characterized spatial variability in the risk within the cabin by modeling a previously reported TB outbreak in an airplane to demonstrate that the TB cases occur most likely within close proximity of the source TB patient.     

An Objective Review of the Journal of Organizational Behavior Management

Abstract

This article presents an objective review and analysis of every article published in the Journal of Organizational Behavior Management (JOBM) between 1987 and 1997. The purpose of this review was to replicate and extend the research conducted by Balcazar, Shup-ert, Daniels, Mawhinney, and Hopkins (1989) by providing an objective review and analysis of the second decade of JOBM publications. In doing so, we analyzed several noteworthy trends and patterns occurring within the second decade of the Journal and compared them with the first decade, where applicable. Additionally, we discussed the extent to which the Journal has continued to meet its objectives, and we offered recommendations for future JOBM publications. In general, we found evidence that the Journal has continued to grow in meaningful ways, and we report data that indicate it continues, to some extent, to meet its original objectives. Author affiliation remains largely in academe, although there is evidence that more collaboration is occurring with non-academic authors. The variety of topics addressed by JOBM researchers continues to grow, and the frequency of work simulation studies has increased as well. We also identified areas where future JOBM research could be improved. In particular, more studies should include information on the reliability and social validity of the independent and dependent variables, cost/benefit analyses, and follow-up data.     

OBM Today and Tomorrow

Abstract

In this article I present the speech I gave when accepting the OBM Network's award for outstanding achievement. In that speech I characterized the field as I understood it in 1992 and directions I thought it should take in the future, including the role that JOBM should play in that future. The acceptance speech is followed by my extensive commentary and opinion concerning developments in the field of OBM up to the year 2000 and the paths along which I think it should develop and paths I think it should avoid in the future.     

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.     

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.     

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.     

Public Perceptions of Regulatory Costs,Their Uncertainty and Interindividual Distribution

Public perceptions of both risks and regulatory costs shape rational regulatory choices. Despite decades of risk perception studies, this article is the first on regulatory cost perceptions. A survey of 744 U.S. residents probed: (1) How knowledgeable are laypeople about regulatory costs incurred to reduce risks? (2) Do laypeople see official estimates of cost and benefit (lives saved) as accurate? (3) (How) do preferences for hypothetical regulations change when mean‐preserving spreads of uncertainty replace certain cost or benefit? and (4) (How) do preferences change when unequal interindividual distributions of hypothetical regulatory costs replace equal distributions? Respondents overestimated costs of regulatory compliance, while assuming agencies underestimate costs. Most assumed agency estimates of benefits are accurate; a third believed both cost and benefit estimates are accurate. Cost and benefit estimates presented without uncertainty were slightly preferred to those surrounded by “narrow uncertainty” (a range of costs or lives entirely within a personally‐calibrated zone without clear acceptance or rejection of tradeoffs). Certain estimates were more preferred than “wide uncertainty” (a range of agency estimates extending beyond these personal bounds, thus posing a gamble between favored and unacceptable tradeoffs), particularly for costs as opposed to benefits (but even for costs a quarter of respondents preferred wide uncertainty to certainty). Agency‐acknowledged uncertainty in general elicited mixed judgments of honesty and trustworthiness. People preferred egalitarian distributions of regulatory costs, despite skewed actual cost distributions, and preferred progressive cost distributions (the rich pay a greater than proportional share) to regressive ones. Efficient and socially responsive regulations require disclosure of much more information about regulatory costs and risks.     

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.     

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.     

Price Setting With Menu Cost for Multiproduct Firms

We model the decisions of a multiproduct firm that faces a fixed “menu” cost: once it is paid, the firm can adjust the price of all its products. We characterize analytically the steady state firm's decisions in terms of the structural parameters: the variability of the flexible prices, the curvature of the profit function, the size of the menu cost, and the number of products sold. We provide expressions for the steady state frequency of adjustment, the hazard rate of price adjustments, and the size distribution of price changes, all in terms of the structural parameters. We study analytically the impulse response of aggregate prices and output to a monetary shock. The size of the output response and its duration both increase with the number of products; they more than double as the number of products goes from 1 to 10, quickly converging to the response of Taylor's staggered price model.