An Evaluation of Stimulus Preference Assessment Methodology in Organizational Behavior Management

The organizational behavior management literature has yielded few stimulus preference assessment methodologies for use with employees. The current investigation compared three preference assessments (ranking, survey, and multiple stimulus without replacement procedures) found in the organizational behavior management literature for their ability to predict reinforcers for direct care staff members’ behavior. In the first experiment all assessments were effective for predicting reinforcers, but the results were limited by a lack of control items in the assessment. In the second experiment the survey and ranking assessments both proved to be effective for identifying reinforcers and neutral or ineffective stimuli. Implications of these results and directions for future research are discussed.     

Teaching Employees How to Receive Feedback: A Preliminary Investigation

ABSTRACT

There is a substantial literature on how to deliver feedback to change performance. However, to date no research has been conducted on teaching employees how to effectively receive feedback, even though employee behavior during a feedback session could moderate the effects of feedback. Thus, we developed a list of skills that should be exhibited by an employee while receiving verbal feedback. We then evaluated their acquisition after behavioral skills training using a nonconcurrent multiple-baseline design across participants. The results showed that participants were able to acquire and maintain appropriate feedback receiving behavior.     

Further Evaluation of the Accuracy of Managerial Prediction of Employee Preference

Previous research (i.e., Wilder, Rost, &; McMahon, 2007 Wilder, D. A., Rost, K. and McMahon, M. 2007. The accuracy of managerial prediction of employee preference: A brief report. Journal of Organizational Behavior Management, 27(2): 1–14. [Taylor &; Francis Online], [Web of Science ®] , [Google Scholar]) has suggested that managers perform poorly when predicting items and activities which their employees state that they might like to earn as part of performance improvement programs. The purpose of the current study was to replicate the earlier study conducted by Wilder et al. (2007 Wilder, D. A., Rost, K. and McMahon, M. 2007. The accuracy of managerial prediction of employee preference: A brief report. Journal of Organizational Behavior Management, 27(2): 1–14. [Taylor &; Francis Online], [Web of Science ®] , [Google Scholar]) with a larger and more diverse sample of managers and employees. One hundred employees and 15 managers were asked to rank order a list of items/activities they thought their employees would most prefer to be incorporated into a performance improvement plan. Next, employee preference for these same items was directly assessed using an employee reinforcer survey. Kendall rank-order correlation coefficients were used to compare the results of the managerial rank with the employee reinforcer survey. Correlations ranged from ?.6 to 1, with a mean of .25.     

An Examination of Generalized-Conditioned Reinforcers in Stimulus Preference Assessments

Generalized-conditioned reinforcers (GCRs) are advocated for by practitioners when possible because of their ability to function as reinforcers across a wide array of motivative operations. In organizational behavior management 2 common GCRs are praise and money. Although many studies have demonstrated their usefulness, no prior study has compared relative preferences for GCRs (specifically money) and other potentially reinforcing items. A total of 24 direct care employees from a group home setting completed assessments for potential reinforcers. All participants in the current study identified items other than money as high-preference items, suggesting that some items may serve as alternatives to money in terms of preference.     

An Initial Assessment of Effective Preference Assessment Intervals Among Employees

Previous research has shown that employee preferences for tangible items may change significantly from one month to the next. Although a 1-month interval may be too long to wait between preference assessment administrations, no guidelines exist with regard to how often to assess employee preference. This study examined changes in preference as measured by two different preference assessments across four different time intervals. We measured preference stability by assessing changes in designations of high- and low-preference items from one assessment to the next. Only the 1-week interval indicated no changes in item designation from high preference to low preference or low preference to high preference. These data suggest that if tangibles are used, preferences may need to be assessed over time.     

Further Effects of Lottery Odds on Responding

Lotteries (i.e., probabilistic bonus contingencies) are an established intervention in Organizational Behavior Management. Although common, there are many permutations of lotteries used in literature and they are often combined with other interventions. One key variable that may influence the effectiveness of lotteries are the odds that the lottery will pay out to those who earn entry. The current investigation evaluated a lottery intervention with varied payout chances (25%, 12%, 6%, or 3%). A 6% chance of winning was the lowest odds of winning where responding was reliably maintained across two participants. Implications of these results and future direction for research are discussed below.     

Temporal (In)Stability of Employee Preferences for Rewards

This study examined the temporal stability of employee preferences for rewards over seven monthly evaluations. Participants completed a ranking stimulus preference assessment monthly, and the latter six monthly assessments were compared to the initial assessment. Correlations of preferences from month to month ranged from r = ?.89 to .99. Contrary to the stationarity axiom of rational choice economic theory, but consistent with a behavioral economic perspective, preferences for rewards changed across time for all participants and sometimes even reversed for some. This temporal instability suggests that organizations implementing incentive programs using preference assessments should periodically re-evaluate employee reward preferences and not assume temporal constancy of preferences.     

Incorporating translation into sociolinguistic research: Translation policy in an international non‐governmental organisation

This article explores aspects of translation, multilingualism and language policy in the field of transnational civil society. By focusing on translation policies at Amnesty International, an international non‐governmental organisation that performs a key role in global governance, this article seeks to contribute to a globalisation‐sensitive sociolinguistics. It argues that combining a sociolinguistic approach – more precisely linguistic ethnography – with translation studies leads to an increased understanding of the language practices under study. Furthermore, the article calls for more interdisciplinary research, stating that there is space for sociolinguistics and translation studies to contribute to research in international relations and development studies by highlighting the role of multilingualism and challenging the traditionally powerful position of English in transnational civil society.     

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.     

A Preliminary Laboratory Evaluation: Effects of Consequence Quality and Ratio-Schedule Arrangements on Staff Performance

ABSTRACT

Supplementary, contingent pay arrangements can result in improved employee productivity and increased job satisfaction. We examined the effects of four stimulus delivery arrangements on performance in a computer-based task in a simulated work context. Three participants entered hypothetical client data onto a Microsoft Excel® invoice and earned gift-cards for task completion according to the following conditions: (a) fixed-ratio/high-preference stimuli (FR/HiP), (b) variable-ratio/high-preference stimuli (VR/HiP), (c) fixed-ratio/varied stimuli (FR/Var), and (d) variable-ratio/varied stimuli (VR/Var). For two of three participants varied reinforcers produced similar levels of responding to high-preference stimuli regardless of schedule type, whereas varied reinforcers did not support responding for the third participant. All participants preferred working under conditions of access to high-preference reinforcers. Results are discussed in light of creating efficient performance improvement plans in organizational settings.