Organizational Behavior Management in Large Residential Organizations

Ivancic, Martin T.; Heise, William J.

doi:10.1300/j075v18n02_04

Cited by 7 publications

(4 citation statements)

References 63 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Reactivity, which refers to the influence that an observation procedure exerts on behavior (Kazdin, 1979), is a problematic and continuing concern in research on staff performance (Ivancic & Helsel, 1998). A number of authors have acknowledged possible limitations in studies on staff behavior due to the potential reactivity of observations (Fleming & Sulzer-Azaroff, 1992;Shore, Lerman, Smith, Iwata, & DeLeon, 1995).…”

Section: J Iverson Riddle Centermentioning

confidence: 99%

Effects of Reactivity to Observations on Staff Performance

Brackett

Reid²,

Green

2007

J of App Behav Analysis

View full text Add to dashboard Cite

We examined reactivity of staff behavior to observations of their work performance. After training 2 job coaches to reduce completion of break activities for supported workers, we evaluated job-coach behavior using both conspicuous and inconspicuous observations. Results indicated that both coaches completed none of the activities when observations were conspicuous but most of the activities when observations were inconspicuous. Subsequently, job coaches were taught to self-record their performances, and their completion of activities remained low with inconspicuous observations. Implications of reactivity are discussed for investigations that target staff behavior.

show abstract

Section: J Iverson Riddle Centermentioning

confidence: 99%

Effects of Reactivity to Observations on Staff Performance

Brackett

Reid²,

Green

2007

J of App Behav Analysis

View full text Add to dashboard Cite

show abstract

“…Because potential reactivity among staff to having their work performance observed is a noted concern in behavioral research with human service personnel (Ivancic & Helsel, 1998), several features were incorporated within the observation process to minimize IMPROVING DAY TREATMENT possible reactivity. First, observations were conducted on an unpredictable schedule (Fleming & Sulzer-Azaroff, 1992), with a maximum of one observation per day per classroom.…”

Section: Observations and Reliabilitymentioning

confidence: 99%

Improving Day‐treatment Services for Adults With Severe Disabilities: A Norm‐referenced Application of Outcome Management

Parsons

Rollyson

Reid³

2004

J of App Behav Analysis

View full text Add to dashboard Cite

We evaluated an outcome management program for working with staff to improve the performance of adults with severe disabilities in a congregate day-treatment setting. Initially, observations were conducted of student task involvement and staff distribution of teaching interactions across students in four program sites. Using recent normative data to establish objective goals for student performance, management intervention was warranted in two of the sites. A six-step outcome management program was then implemented in the two sites. The program involved defining desired student and staff outcomes, systematic monitoring of the outcomes, staff training, and supportive and corrective feedback. The outcome management program was accompanied by increases in student on-task behavior and staff distribution of teaching interactions in both sites. The increases brought the levels of on-task behavior above the normative average; on-task behavior was maintained above the baseline average for over 1 year in both sites. These results are discussed in terms of the benefits of relying on normative data for objectively evaluating and improving service delivery systems. Discussion of future research needs focuses on applying the outcome management program to other settings and services for people with disabilities.

show abstract

“…Supervisors were targeted because they fulfill a critical role in human service agencies, in that they are in large part responsible for the proficiency of staff work performance and can exert significant influence on how well staff work (Ivancic & Helsel, 1998;Sturmey, 1998). However, supervisors also frequently report a lack of enjoyment and dissatisfaction with their jobs (Hewitt et al, 2004;Sturmey, 1998).…”

Section: Introductionmentioning

confidence: 99%

Changing Less-Preferred Duties to More-Preferred: A Potential Strategy for Improving Supervisor Work Enjoyment

Green

Reid²,

Passante

et al. 2008

Journal of Organizational Behavior Management

View full text Add to dashboard Cite

We evaluated a strategy for making highly nonpreferred work duties more preferred as a potential means of enhancing work enjoyment among supervisors in a human service setting. Repeated preference ratings and rankings were completed by 4 supervisors during baseline to identify their most disliked work tasks. These tasks were then altered by Carolyn W. Green is affiliated with the J. Iverson Riddle Center, Morganton, North Carolina.Dennis H. Reid is affiliated with the Carolina Behavior Analysis and Support Center.Susan Passante and Vicki Canipe are affiliated with J. Research Article 91soliciting each supervisor's opinion regarding why the respective task was so disliked and what could be done to make the task more preferable, removing disliked stimuli associated with the tasks, and adding liked stimuli during completion of the tasks. Following the task alterations, ratings of task likeability increased for all 4 supervisors. Preference rankings of target tasks also increased, including from rankings as among the least preferred tasks to among the most preferred tasks. All supervisors rated the taskalteration process as making their quality of work life better, and all chose to continue the intervention. These results occurred without any observed decrease in work quality. Results are discussed regarding the potential contribution of behavioral interventions with subjective concepts, such as enjoyment, that are viewed as important by the general populace. However, qualifications with relying on verbal reports also are noted.

show abstract

Organizational Behavior Management in Large Residential Organizations

Cited by 7 publications

References 63 publications

Effects of Reactivity to Observations on Staff Performance

Effects of Reactivity to Observations on Staff Performance

Improving Day‐treatment Services for Adults With Severe Disabilities: A Norm‐referenced Application of Outcome Management

Changing Less-Preferred Duties to More-Preferred: A Potential Strategy for Improving Supervisor Work Enjoyment

Contact Info

Product

Resources

About