An experimental analysis of the impact of contingent reinforcement on salespersons' performance behavior.

Abstract

In order to analyze the impact of behavioral technology on service employee performance, a field experiment was conducted in a major department store. Drawn from 16 randomly selected departments, the 82 retail clerk subjects had the same training, performance standards, and at least 6 months experience. Their performance behavior (defined as selling, stockwork, miscellaneous, idle time, and absence from the work station) was measured via direct observation on a random time sampling basis. Both experimental and control groups were informed of the specific standards against which they would be measured, but only the experimental group was told of and received the contingent reinforcement, which consisted of paid time off, equivalent cash, and a chance for a paid vacation. Results show that the experimental group had a significant improvement in performance behavior, and the control group's behavior remained the same. The implications of behavioral technology for improved employee performance and the use of observational measures in field research in organizational behavior are discussed.

Behavioral Management and Task Performance in Organizations: Conceptual Background, Meta‐analysis, and Test of Alternative Models

“…For example (see also Appendix A), when reported increases in productivity due to the reinforcement applications, the interventions focused on reinforcing behavioral responses in a blue collar manufacturing setting that ultimately led to increased production of goods. In addition, when Luthans et al (1981) reported increases in sales performance, they reinforced task-specific behaviors such as the timing of meeting the customer, percentage of restocking the shelves, and average distance from the assigned sales position. As another example of tasks used in this field, Haynes et al (1982) increased safety performance by reinforcing specific driving practices of bus drivers, such as how many times they complied with the traffic signals, which, in turn, led to less accidents in driving city buses.…”

“…A study also had to examine the dependent variable (s) in the form of behavior-based, task-performance measures. Based on the behavioral management paradigm, every behavior identified for change had to be: (a) observable, (b) measurable, (c) task specific, and (d) performance related (Luthans, Paul, & Baker, 1981;Stajkovic & Luthans, 1997). Using Wood's (1986) theory of task as a theoretical guideline, we defined task performance "in terms of the behavioral responses [italics added] a person should emit in order to achieve some specified level of performance" (p. 62).…”

A Tale of Two Paradigms: The Impact of Psychological Capital and Reinforcing Feedback on Problem Solving and Innovation

“…This OB Mod model provided a useful and effective framework for both research and application in order to identify, measure, analyze, contingently intervene in, and evaluate employees' performance-related behaviors. Research on this model in a wide range of organizational settings has clearly demonstrated a significant impact on performance improvement (See Stajkovic & Luthans, 1997 for a comprehensive review and meta-analysis and also see published studies over the years such as Luthans, Fox, & Davis, 1991;Luthans, Paul, & Baker, 1981;Luthans, Rhee, Luthans, & Avey, 2008;Peterson & Luthans, 2006;Stajkovic & Luthans, 2001, 2003.…”

Impact of behavioral performance management in a Korean application

“…Mod.) approach (see Kreitner, 1975, 1985;Luthans et al, 1981;Luthans and Stajkovic, 1999;Peterson and Luthans, 2006;Stajkovic and Luthans, 1997, 2001, 2003. In particular, there is both conceptual (Luthans et al, 1998) and empirical (Welsh et al, 1993) preliminary evidence that the O.B.…”

“…developed by Luthans and colleagues, and widely tested in the USA (e.g. see Kreitner, 1975, 1985;Luthans et al, 1981;Luthans and Stajkovic, 1999;Peterson and Luthans, 2006;Stajkovic and Luthans, 1997, 2001, 2003 can be successfully applied for performance impact in a cutting-edge Korean internet services firm with all Korean employees. Before presenting the study methods and results, a brief overview of both O.B.…”