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

Eikenhout, Nelson R.; Austin, John

doi:10.1300/j075v24n03_02

Cited by 34 publications

(15 citation statements)

References 13 publications

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“…The PDC identified a "knowledge" deficit and a subsequent treatment package that included task clarification and feedback produced reliable performance increases across two employee classes. Eikenhout and Austin (2005) used the PDC to develop an intervention to improve customer service by department store workers. The PDC identified insufficient consequences for the task and a subsequent treatment package that included feedback and praise produced reliable performance improvements.…”

mentioning

confidence: 99%

An Assessment-based Solution to a Human-Service Employee Performance Problem

Carr

Wilder

Majdalany

et al. 2013

Behav Analysis Practice

109

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mentioning

confidence: 99%

An Assessment-based Solution to a Human-Service Employee Performance Problem

Carr

Wilder

Majdalany

et al. 2013

Behav Analysis Practice

109

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“…This supports previous reviews of feedback 18 and goal setting, 19 along with customer service studies employing multicomponent interventions. 13,15 Furthermore, during the combined intervention, participants were given more direct and informative feedback related to their performance (ie, wait time feedback). The graphic feedback during this phase allowed employees to compare the current day's average wait time with wait time for all previous days.…”

Section: Discussionmentioning

confidence: 99%

“…[10][11][12][13][14][15][16] Wilson et al 16 implemented a task clarification workshop for police officers to increase the knowledge of courteous behaviors (eg, promptness, voice tone, smiling, and greeting) and found increases in these behaviors ranging from 7% to 28%. Wilson and his colleagues further evaluated the effects of praise and corrective feedback in addition to task clarification.…”

mentioning

confidence: 99%

Reducing Wait Time in a Hospital Pharmacy to Promote Customer Service

Slowiak

Huitema

Dickinson

2008

Quality Management in Health Care

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Wait times were reduced by approximately 20%, and there was concomitant increased shift in levels of customer satisfaction, as indicated by the correlation between these variables (r = -0.57 and P < .05). Given the current prescription-filling process, we do not expect that major, additional reductions in wait times could be produced. Many variables may account for the variability in any individual customer's wait time. Data from this study may provide useful preliminary benchmarking data for standard pharmacy wait times.

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“…The same case may be made for delayed, contingency-specifying feedback stimuli. For example, Weatherly and Malott (2008) analyze a procedure implemented by Eikenhout and Austin (2005) where the target response for employees of a department store was customer service behavior. Graphic feedback that included performance goals (contingency-specifying feedback) was publically posted three times per week (delayed feedback), along with response definitions (instructions).…”

Section: Feedback and Instructional Controlmentioning

confidence: 99%

An Analysis of Feedback from a Behavior Analytic Perspective

Mangiapanello

Hemmes

2015

BEHAV ANALYST

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The present paper presents a systematic analysis from a behavior analytic perspective of procedures termed feedback. Although feedback procedures are widely reported in the discipline of psychology, including in the field of behavior analysis, feedback is neither consistently defined nor analyzed. Feedback is frequently treated as a principle of behavior; however, its effects are rarely analyzed in terms of well-established principles of learning and behavior analysis. On the assumption that effectiveness of feedback procedures would be enhanced when their use is informed by these principles, we sought to provide a conceptually systematic account of feedback effects in terms of operant conditioning principles. In the first comprehensive review of this type, we compare feedback procedures with those of well-defined operant procedures. We also compare the functional relations that have been observed between parameters of consequence delivery and behavior under both feedback and operant procedures. The similarities observed in the preceding analyses suggest that processes revealed in operant conditioning procedures are sufficient to explain the phenomena observed in studies on feedback.

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

Cited by 34 publications

References 13 publications

An Assessment-based Solution to a Human-Service Employee Performance Problem

An Assessment-based Solution to a Human-Service Employee Performance Problem

Reducing Wait Time in a Hospital Pharmacy to Promote Customer Service

An Analysis of Feedback from a Behavior Analytic Perspective

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