The behavior analysis approach was used to improve worker safety in two departments in a food manufacturing plant. Desired safety practices were identified, permitting construction of observational codes suitable for observing workers' on-the-job performance over a 25-week period of time. The intervention consisted of an explanation and visual presentation of the desired behaviors, as well as frequent, low-cost reinforcement in the form of feedback. A withinsubject (multiple baseline) design was used. Employees in the two departments substantially improved their safety performance from 70% and 78% to 96% and 99%, respectively, after the staggered introduction of the program. During the reversal phase, performance returned to baseline (71% and 72%). It was concluded that the intervention, particularly the frequent feedback, was effective in improving safety performance. Not only did employees react favorably to the program, but the company was later able to maintain the program with a continuing decline in the injury frequency rate. The results suggest that behaviorally denning and positively reinforcing safe practices is a viable approach to occupational accident reduction.

Desired safety practices were behaviorally defined for four sections of a city's vehicle maintenance division (N = 55). A total of 165 observations were conducted over 45 weeks. A multiple-baseline design with a reversal component was used in which five conditions were introduced: (a) baseline, (b) Training Only 1 (desired practices were discussed, illustrated, and posted), (c) Training and Feedback 1 (supervisors observed daily and provided feedback about the section safety level on graphs), (d) Training Only 2, and (e) Training and Feedback 2. Whereas employees showed only slight improvements during the Training Only 1 phase, their performance increased substantially during the Training and Feedback 1 phase.At this point, it was concluded that the provision of training alone is not a sufficient means of improving and maintaining performance. This conclusion was confirmed during the Training Only 2 phase when performance declined. Performance improved once again during the Training and Feedback 2 phase, but only when feedback was provided at least three times a week. This qualification raises significant questions with regard to sustaining performance gains and supervisory support.

Because of the emphasis on winning, the difficulties involved in assessing performance, and the lack of frequent and contingent reinforcement, a behavioral approach to coaching football was used. The players, all nine-or ten-year-old males, were members of an offensive backfield on a Pop Warner football team. Three frequently-run offensive plays were broken down into a series of five behaviorally defined stages, permitting construction of checklists suitable for observing the players during both game and scrimmage sessions. The intervention consisted of the presentation and explanation of the appropriate checklist, and frequent contingent reinforcement in the form of feedback and recognition for instances of desired play execution. Performance gains averaging 20% occurred for each of the three plays after, and not before, the staggered introduction of each intervention. The results suggest that behavioral specification and positive reinforcement of desired play execution is a viable approach to the coaching of football.

As a result of upper level management interest in improving customer service in a fast foods restaurant, a behavioral program was designed t o measure and improve one aspect of service, the friendliness of front-line personlie1 (N = I I). Friendliness was defined behaviorally and measured using an interval recording system. A multiple-baseline design across areas within the restaurant was employed. During the program, desired behaviors were defined and rehearsed, cues were provided (e.g., after greeting customers), and the behaviors were followed by consequences that came from the manager (e.g., recognition), customers (c.g., smiling back), and the employees themselves (e.g., checkmarks). The interventions were successful in one area and partially successful in another. Suggestions are made for future research on the subject of customer service.

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