Applications of Behavior Modification in Organizations: A Review and Critique

Babb, Harold; Kopp, Daniel

doi:10.2307/257668

Cited by 6 publications

(6 citation statements)

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“…In particular, Hypothesis 3 establishes the individual reinforcement effects, Hypothesis 4 allows for unambiguous interpretation, and the first part of Hypotheses 5 shows the actual model in place. Searches (limited to articles in the English language) were also conducted using reference sections of relevant reviews and books (Andrasik, 1979(Andrasik, ,1989Bandura, 1969;Bobb & Kopp, 1978;Kluger & DeNisi, 1996;Komaki et al, 1996;Luthans & Kreitner, 1975Luthans & Martinko, 1987;Mayhew, Enyart, & Cone, 1979;Merwin et al, 1989;O'Hara et al, 1985;Rapp, Carstenson, & Prue, 1983;Stajkovic & Luthans, 1997), as well as using an ancestry approach (Cooper, 1989). Unpublished manuscripts were also solicited from researchers in this field.…”

Section: Differential Engagement and Synergistic Effect Hypothesesmentioning

confidence: 99%

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

Stajković

Luthans²

2003

Personnel Psychology

304

170

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In this study, we provide the conceptual background, meta‐analyze available behavioral management studies (N= 72) in organizational settings, and examine whether combined reinforcement effects on task performance are additive (sum of individual effects), redundant (combined effects are less than the additive effects), or synergistic (combined effects are greater than the sum of the individual effects). We found a significant overall average effect size of (d.) = .47 (16% improvement in performance; 63% probability of success), and a significant within‐group heterogeneity of effect sizes. To account for this variation, we conducted a theory‐driven moderator analysis, which indicated that money, feedback, and social recognition each had a significant impact on task performance. However, when these 3 reinforcers were used in combination, they produced the strongest (synergistic) effect on task performance. Based on our findings, we offer directions for future research, and suggestions for effective application of behavioral management at work.

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Section: Differential Engagement and Synergistic Effect Hypothesesmentioning

confidence: 99%

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

Stajković

Luthans²

2003

Personnel Psychology

304

170

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“…Reviews of expectancy theory (Connolly, 1976;Mitchell, 1980;Schwab, Olian-Gottlieb, & Heneman, 1979) and opérant conditioning or social learning (Babb & Kopp, 1978;Davis & Luthans, 1980) are available. People doing research on both theories are concerned with issues that have to do with how to tie rewards to behavior, what sorts of schedules to use, how to measure various theoretical components, and so on.…”

Section: Theories Of Choicementioning

confidence: 99%

Motivation: New Directions for Theory, Research, and Practice

Mitchell

1982

AMR

336

186

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“…Analyzing effects of a systematic supervisory approach seems warranted in light of the call in the behavioral literature for additional research on developing effective supervisory procedures (Burg et al, 1979;Pomerleau, Bobrove, & Smith, 1973). A similar call has come from the management and organizational psychology literature (Babb & Kopp, 1978;Lawler, 1977;Schneier, 1974).…”

mentioning

confidence: 99%

Evaluating a Supervision Program for Developing and Maintaining Therapeutic Staff‐resident Interactions During Institutional Care Routines

Ivancic¹,

Reid²,

Iwata³

et al. 1981

J of App Behav Analysis

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This study evaluated a program to teach and maintain language training interactions between institutional staff and profoundly handicapped children during a routine care task. Following baseline observations of bath sessions, staff were sequentially taught in multiple baseline fashion to vocalize more during the bath, praise child vocalizations, imitate sounds, and provide sound prompts. Procedures included a brief in-service meeting followed by a series of supervisory prompts and feedback. Results indicated that staff acquired the interaction skills in the bath sessions and that the skills generalized to another direct care task, dressing. The number of days on which components of supervision were implemented decreased from 47% of all days during the experimental conditions to 19% of the days during a 19-week maintenance period with no decrease in staff behavior. The interactions were shown not to interfere with the quality of the direct care task nor to increase the amount of time necessary to complete it. Also, some increases were noted for child vocalization frequencies. The advantages of providing therapeutic interactions during care routines are discussed along with the need for staff management techniques with long-term maintenance value.

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Applications of Behavior Modification in Organizations: A Review and Critique

Cited by 6 publications

References 0 publications

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

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

Motivation: New Directions for Theory, Research, and Practice

Evaluating a Supervision Program for Developing and Maintaining Therapeutic Staff‐resident Interactions During Institutional Care Routines

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