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.     

Internalities and Their Applicability for Organizational Practices

The economic concept of externalities was introduced to the field of behavior analysis (BA) by Biglan (2009). Since then, practitioners of BA have been able to apply this economic concept to behavior analytic theory, and create strategies to improve organizational practices. A similar economic concept to the externality is the internality, a cost imposed on an individual that is not taken into account when the person consumes the good or service. This paper will introduce the concept of internalities and discuss how it can be integrated into existing behavior analytic literature. Practices that produce “organizational internalities” will be analyzed using meta and macrocontingencies, with a discussion on how positive internalities can be promoted by an organization’s leadership. It will conclude with a discussion on how strategies regarding Organizational Behavior Management and Behavioral Systems Analysis can use the concept of organizational internalities to mitigate the negative outcomes of internalities, while simultaneously promoting positive outcomes of internalities.     

Tactics to Ensure Durability of Behavior Change Following the Removal of an Intervention Specialist: A Review of Temporal Generality Within Organizational Behavior Management

The endurance of behavior change over time, including the time period after a behavior specialist has ceased to offer direct services, is an important consideration for both organizational behavior management and behavior analysis in general. This article considers a dozen strategies labelled temporal generality tactics that may foster the maintenance and institutionalization of intervention efforts in organizational settings. The use of such tactics was examined by conducting a comprehensive review of articles published between 1977 and 2014 in the Journal of Organizational Behavior Management. The results of this review suggest that although follow-up measures are frequently collected, explicit and proactive strategies to systematically increase the success of long-term behavior change are rarely used or researched.     

Motivation and Complex Verbal Phenomena: Implications for Organizational Research and Practice

The concept of motivation has attracted the attention of scholars in the field of Organizational Behavior Management (OBM) over the last two decades. In this paper, we revisit the behavior analytic conceptualization of motivation and highlight recent developments that may contribute to further research and application in OBM. This paper includes a proposed consideration of verbal stimuli (e.g., rules, goals, and values) as potential intervening variables to motivate performance in organizational settings.     

我国管理学研究中的测量模型误设及仿真分析

在实证研究中,构念和观测变量之间的关系经常被忽视.本文详细区分了反映式测量模型和构成式测量模型,通过分析我国管理学领域的三本学术刊物2002年到2007年以结构方程模型(SEM)为数据分析工具的实证研究论文,发现我国管理学研究中测量模型误设的情况普遍存在.蒙特卡罗仿真分析表明,测量模型的误设将导致相关路径系数的被显著扩大或缩小,而且可能导致I型错误和Ⅱ型错误.由于现有的SEM软件不能处理构成式测量模型,本文提出了模型细化法和模型分解法,能够将构成式测量模型转换成反映式测量模型.     

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.     

A Behavioral Training Program for Managers in City Government

A management training program based on Organizational Behavior Management (OBM) principles was conducted for 32 first-level and upper-level managers in city government. Managers then conducted 19 different behavior change projects with their employees. Each project is described in terms of the number of subjects, dependent and independent variables, length, research design, reliability measures, and results. The overall program was evaluated in terms of behavior change, traineelmanager satisfaction with the training, and effectiveness. Twenty-nine change ratios were calculated by comparing the intervention performance mean with the baseline mean, and in all cases, the change ratio showed that productivity improved. In fourteen case's, productivity at least doubled. The results indicate that employee performance in a governmental organization can be enhanced significantly by use of OBM principles.     

Feedback: Use and Possible Behavioral Functions

ABSTRACT

Concepts, definitions and information feedback practices are discussed and illustrated from both a “traditional” Industrial/Organizational perspective and an Organizational Behavior Management perspective. A strategy for organizing feedback is proposed which incorporates both dimensions of feedback and the behavioral functions by which feedback operates.     

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.     

A Behavioral Interpretation of Situation Awareness: Prospects for Organizational Behavior Management

Situation awareness (SA) is a construct used in human factors research and application. It is typically employed in the design of equipment to facilitate rapid and adaptive responding in dynamic and high-risk environments. Although the theory backing the SA concept is not entirely compatible with behavioral philosophy, components of the analysis and measures employed in SA work can benefit researchers and practitioners in Organizational Behavior Management (OBM). The present discussion includes (a) the definition and context for SA, (b) a behavioral interpretation of SA, (c) the assessment tools used in SA work, and (d) the relevance of SA to behavioral research. This discussion is pertinent to behavior analysts who work in industries where SA terminology is used and seek analytic tools to guide the design of effective interventions.     

Getting Buy-In at the Executive Level

This paper provides three different perspectives on Organizational Behavior Management: the consumer, the salesperson and the program implementor. The consumer view emphasizes the need for technology to develop human resources and an organizational culture in which they can work effectively. The sales approach describes packaging, marketing and direct sales as critical components in an effective program. Finally, the implementation perspective emphasizes customer involvement in program design and implementation and methods of obtaining full support from the customer once the procedures are initiated.     

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.     

Decreasing Intrinsic "Motivation" with Extrinsic Rewards

This paper describes cognitive and behavior analytic approaches to the study of intrinsic and extrinsic reward effects and considers the implications of differences in these approaches for future study and application. A critique of the research design and data analysis techniques used in the Deci-type paradigm is presented. The paper also describes a behavioral model of intrinsic reinforcement for use by Organizational Behavior Managers, and concludes with a proposal for research in this area.     

Dining with the Devil

Abstract

The Potential for Organizational Behavior Management Consultation in Education: A Review of Erchul and Martens' “School Consultation” Reviewed by Stacey Small, Mark R. Dixon, James Soldner, Scott Sanders, Kara Hartman, Jonah Martin, Eric Manzano and Kim Zlomke.     

Computerized Immediate Feedback Increases Product Recall Efficiency Due to Interlocking Contingencies in Food Manufacturing

Food manufacturing companies are challenged with tracking their products so that the company will be able to remove that product from circulation quickly and effectively in the event of a product recall. The accuracy of a recall is dependent upon the accuracy of a product selected for order fulfillment, with the correct product going to the correct store. An integrated solution using wireless handheld computers was programmed to provide immediate visual and audio feedback to the order selectors, in order to prevent errors in order selection. For each case selected, vital information was archived to databases in real-time, which in turn, allowed the company’s safety manager to perform quick and accurate product recall tracking in mock recall drills and state inspections. Results were discussed in terms of the expanding the role of the Organizational Behavior Management professional who addresses operational and ethical issues associated with technologies for better consumer safety.     

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.     

The Discussion of Behavioral Principles in JOBM

Abstract

We addressed the inclusion of behavioral analyses in the research and case study articles published in the Journal of Organizational Behavior Management (JOBM) over the past 5 years (1992–1997). The amount of behavior analysis included in JOBM articles appears to be greater than that found in JABA in the early 1980s. However, the presence of such analyses in JOBM can still be increased. Further, a significant number of articles do not mention how the particular intervention was chosen to address a specific organizational problem. This lack of a functional assessment makes it difficult for readers to decide if a proposed intervention is applicable to a situation with which they might be dealing. Additionally, we reviewed articles and examined the range of those behavioral principles discussed and found little diversity among the principles used. This paper serves to address some of the problems and ramifications associated with this separation and to offer suggestions as to how this situation could be improved.     

积极心理学运动对组织行为学及人力资源管理的影响

积极心理学是21世纪心理学研究的一个新方向,而积极心理学运动(PPM)则在全社会掀起了一场积极运动,其影响是广泛而深远的。文章着重探讨PPM对组织行为学及人力资源管理的影响,研究结论是:PPM促进了积极组织行为学(POB)的形成与发展,推动了积极组织学术(POS)的兴起,同时也改变了人力资源管理实践中关于招聘与选拔、培训与考核的内容和方式。     

Effects of Feedback Delivery Requirements on Accuracy of Observations

ABSTRACT

Feedback is often used in Organizational Behavior Management to improve employee performance. Accurate feedback results in greater improvements in performance and accurate observations enable accurate feedback. However, employees may find providing feedback to peers aversive. The present study contrived a method to evaluate whether instructing individuals to deliver feedback following observations impacted the accuracy of those observations. Five college-aged participants were exposed to a counterbalanced ABAB design. In the observation-only condition (Condition A) participants conducted observations of confederate posture, scoring whether the confederate’s feet and back were “safe” or “at risk.” In the required-feedback condition (Condition B) participants observed and collected data identically to phase A, but were additionally instructed to deliver feedback regarding confederate postures following each session. The results show that all five participants demonstrated higher accuracy of observations in the observation-only condition. Factors potentially influencing lower accuracy when feedback was required are discussed.