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.     

On the Compatibility of Organizational Behavior Management and BACB Certification

The number of practicing behavior analysts who hold Behavior Analyst Certification Board (BACB) certification has substantially increased in the past decade. Some have mistakenly interpreted the BACB’s certification requirements as being specific to the autism and intellectual disabilities practice area. We present key BACB requirements, describe how they are practice-area neutral, and provide specific examples of their relevance to organizational behavior management.     

竞争中的参考价格效应及承诺

消费者的社会感知会影响其对产品和品牌的评价。当消费者进行购买选择时,经常会受到参考价格效应的影响。而广告和价格不仅是企业经常要考虑的重要决策,还会对参考价格产生重要影响。为此,一个值得研究的的问题是：在考虑参考价格效应的情况下,企业该怎样确定其动态广告和价格策略？
为了研究该问题,本文构建了一个广告和价格的动态模型,来研究一个双寡头市场环境下两个寡头企业的价格和广告决策,并以此分析参考价格效应的作用。具体而言,我们假定企业可以采用广告承诺和价格承诺中的一种,其中前者承诺其在一段时间内的广告投入量恒定不变,而后者确保价格不变。两种策略不仅会影响消费者的购买决策,也会影响竞争对手的选择。在上述假定下,我们探讨了两个寡头企业在都采用广告承诺、都采用价格承诺及一个企业采用广告承诺而另一个企业采用价格承诺等三种不同情形下的最优广告和价格决策,并以此分析了三种情形下参考价格效应对最优的广告投入及定价策略的影响。最后,通过数值分析,探讨了不同情形下企业的最优策略选择。     

The servant leadership advantage: When perceiving low differentiation in leader-member relationship quality influences team cohesion,team task performance and service OCB

How does servant leaders' unique ability to place each follower's needs above their own influence relationships between followers and impact their collective performance? In a study that integrates principles of servant leadership with the social comparison theoretical framework, we tested a group-level model to examine how servant leadership induces low perceived differentiation in leader-member relationship quality (perceived LMX differentiation) within a group, which strengthens team cohesion and in turn positively influences team task performance and service-oriented organizational citizenship behaviors (service OCB). Our sample comprised 229 employees nested in 67 work teams. Structural equation modeling results indicate that servant leadership significantly predicts low perceived LMX differentiation; perceived LMX differentiation is strongly related to team cohesion such that the lower the perceived differentiation, the stronger the team's cohesiveness. And, team cohesion is also strongly related to both the team's task performance and service OCB. Perceived LMX differentiation and team cohesion mediate the effect of servant leadership on both team task performance and service OCB.     

Supportive organizational environment,work-life enrichment,trust and turnover intention: A national survey of PRSA membership

Based on an online survey of a national random sample of the PRSA membership (n?=?650), this study is among the first to explore public relations employees’ own turnover intention and propose three contributing factors for employers to keep top talent in PR industry: a family-supportive organizational environment; the positive, enriching impact of professional work upon practitioners’ life; and PR practitioners’ trust toward employers. Theoretical and practical implications are discussed.     

Doing gender in the ‘new office’

This paper investigates how gender is performed in the context of an office setting designed to promote intensive, fluid networking. We draw on an ethnographically oriented study of the move of staff into a new office building constructed primarily from glass, and incorporating open plan offices, diverse collective areas and walking routes. Although the designers aimed to invoke changes in the behaviour of all staff, they conceptualized these changes in masculine terms. We therefore analyse the gender norms materialized by the workspaces of the ‘new office’ and how women responded to these. We suggest that the new office encourages an image of the ideal worker which brings together ways of acting and interacting that have been characterized as both masculine and feminine — active movement and spontaneous encounters, but also intensive face‐to‐face interaction and deep relationship‐building. Women are driven into this mode of working in an uncompromising, almost aggressive way, but a straightforward gender‐based dynamic does not emerge in their responses, with conventional gender characteristics being reshuffled and recombined.     

企业组织创新与生产率关系的实证研究：以纺织业为例的讨论

本文结合国际创新实证研究新动态,在将创新定义扩展的基础上,以纺织业为例,分析组织创新对于企业生产率的影响。实证研究表明,在企业分规模、分经济类型和分地区的情况下,组织创新对于企业生产率的提高具有显著的影响,只是影响程度各有不同。因此,促进企业组织创新,拓展对创新观念的认识,从而提高企业生产率是应当考虑的企业增长路径之一。     

动员式治理中的政府组织传播：南京个案

政府组织传播与社会动员具有内在联系,政府组织推行其政策、主张的过程是一种动员式治理行为,是通过组织间和组织外传播与动员对象进行的有效互动。其中,组织间传播是一种基于人情投资的资源动员,而组织外传播则主要通过人际传播起作用。政府组织在面对面的人际动员实践中既存在“培养典型”等传统群众运动的路径依赖,也利用了情感等多种因素,此外还引入了国家正式权力进行惩戒动员。     

1998年、2008年两次国务院机构改革“三定”规定比较研究——基于政府职能转变的视角

改革开放以来,国务院相继经历了6次比较大的机构改革,纵观这6次机构改革.尤以1998年和2008年的动作幅度最大、影响范围最广且具有标志性的意义.1998年和2008年这两次机构改革,都是以职能转变是政府机构改革的核心,但这两次又有所不同.本文通过两次机构改革中形成的"三定规定"的研究,以政府职能转变为视角,分析我国行政管理体制取得的进展与成就,同时根据服务型政府建设的要求,找出不足,明确下一步改革的方向,这对于进一步深化行政管理体制改革、建设人民满意的服务型政府具有重要意义.     

The Roman Catholic Church: A Centuries Old History of Awareness of Clerical Child Sexual Abuse (from the First to the 19th Century)

Debates in international forums and in mainstream media on the role, responsibility, liability, and response of ecclesiastical authorities of the Roman Catholic Church (RCC) toward clerical child sexual abuse (cCSA) fail to take into account the historical roots and awareness of the problem. Reports also fail to mention the historic organizational laws RCC developed over centuries. In contrast, RCC documents evidence that the Catholic Church not only carried century’s old history of cCSA, but also repeatedly condemned cCSA by successive papal authorities, organizational laws, and institutional management mechanisms. During the first millennium, however, church laws remained confined to the bookshelves and were not converted into appropriate management policies and infrastructural models. This was largely due to the absence of a central administrative organizational structure, which developed later in the 12th century, following the Second Council of Lateran (1139) when the Papacy asserted its authority to establish administrative control over the organizational church. It was only then that management policies started to be framed and institutional structures enacted to deal more appropriately with cCSA from the 14th to 20th centuries. Despite this, RCC developed a culture of secrecy using clandestine organizational management models and institutional laws prescribed in 1568, 1622, 1741, 1866, 1922, and 1962 which aimed to manage cCSA. The current study traces reported cCSA as far back as the first century and critically examines the organizational laws, and institutional policies developed by RCC to address clerical sexual misconduct up to the end of the 19th century.