A Daily-Adjusted Goal-Setting and Feedback Procedure for Improving Productivity in a University Admissions Department

Wilk, Leslie A.; Redmon, William K.

doi:10.1300/j075v11n01_05

Cited by 32 publications

(14 citation statements)

References 17 publications

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“…Essentially, greater goal specificity is expected to lead to higher goal attainment, which ultimately should lead to improved performance. This applies to public organizations as well (Perry and Porter 1982;Brewer and Selden 2000;Rodgers and Hunter 1992;Wilk and Redmon 1990).…”

Section: Goal Theoretic Frameworkmentioning

confidence: 99%

Implementation of Lean and Six Sigma quality initiatives in hospitals: A goal theoretic perspective

Langabeer¹,

DelliFraine²,

Heineke

et al. 2009

Oper Manag Res

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Organizational quality improvement practices have gained wide acceptance in manufacturing industries over the last several decades. A substantial number of books have been written on Lean and Six Sigma alone, which today are the leading improvement initiatives. The healthcare industry however has been slower to adopt these methods, although anecdotal evidence suggests they are now being gradually diffused throughout hospitals on an increasing basis. Yet, these new practices have been developed substantially without a theoretical foundation (Linderman et al. J Oper Manag 21:193-203, 2003) and the question of industry "fit" is the topic of debate for many physicians and administrators (Kassirer N Engl J Med 339: [1543][1544][1545] 1998). This article provides the descriptive results from our mixed methods research, combining survey questionnaire with semi-structured interviews, that examines implementation of two quality improvement initiatives (Lean and Six Sigma) in a cross-sectional sample of hospitals. We used correlations and non-parametric tests to examine relationships between goal attainment and quality management, and present descriptive findings about reported usage and adoption of quality initiatives. Importantly, we find that the efficacy of quality improvement initiatives in healthcare may be impeded by the lack of goal clarity and measurement. We build on these initial results by offering recommendations to improve results in practice, as well as an agenda for further research of quality initiatives in healthcare. The objectives of our research are to better understand how Lean and Six Sigma fit in the healthcare industry and to explore goal and value attainment from these projects.

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Section: Goal Theoretic Frameworkmentioning

confidence: 99%

Implementation of Lean and Six Sigma quality initiatives in hospitals: A goal theoretic perspective

Langabeer¹,

DelliFraine²,

Heineke

et al. 2009

Oper Manag Res

View full text Add to dashboard Cite

show abstract

“…These include antecedent-based interventions such as task clarification (Anderson, Crowell, Hantula, & Siroky, 1988), training (Geller, Eason, Phillips, & Pierson, 1980), goal-setting (Wilk & Redmon, 1990), and prompting (Austin, Hatfield, Grindle, & Bailey, 1993), as well as consequence-based interventions such as feedback (see Alvero, Bucklin, & Austin, 2001 for a review) and performance-contingent pay (see Bucklin & Dickinson, 2001 for a review). Although these interventions are common in the OBM literature, they are often combined into multi-component or package interventions and are less often examined individually.…”

Section: The Effects Of Task Clarification Visual Prompts and Graphmentioning

confidence: 99%

The Effects of Task Clarification, Visual Prompts, and Graphic Feedback on Customer Greeting and Up-selling in a Restaurant

Squires

Wilder

Fixsen

et al. 2007

Journal of Organizational Behavior Management

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“…There are many examples of successful applications of organizational behavior management (OBM) for manufacturing tasks (Stoneman & Dickinson, 1989), and other tasks in which a tangible, permanent output is produced such as applications processed (Wilk & Redmon, 1990). Studies dealing with behaviors that are more difficult to measure such as customer service, on the other hand, remain few in number compared to studies that deal with more tangible results.…”

Section: Journal Of Organizational Behavior Managementmentioning

confidence: 99%

Using Goals, Feedback, Reinforcement, and a Performance Matrix to Improve Customer Service in a Large Department Store

Eikenhout

Austin

2005

Journal of Organizational Behavior Management

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A Daily-Adjusted Goal-Setting and Feedback Procedure for Improving Productivity in a University Admissions Department

Cited by 32 publications

References 17 publications

Implementation of Lean and Six Sigma quality initiatives in hospitals: A goal theoretic perspective

Implementation of Lean and Six Sigma quality initiatives in hospitals: A goal theoretic perspective

The Effects of Task Clarification, Visual Prompts, and Graphic Feedback on Customer Greeting and Up-selling in a Restaurant

Using Goals, Feedback, Reinforcement, and a Performance Matrix to Improve Customer Service in a Large Department Store

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