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| OBM Paper Series: Leadership and Management of Performance |
| Saturday, May 26, 2007 |
| 2:00 PM–3:20 PM |
| Emma AB |
| Area: OBM |
| Chair: Judy L. Agnew (Aubrey Daniels International) |
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| Risk Taking and Decision Making by Executives: A Behavioral Perspective. |
| Domain: Applied Research |
| ALICE DARNELL LATTAL (Aubrey Daniels International) |
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| Abstract: Executive decision making involves the rapid assessment of fluid, dynamic situations where each choice response varies in both risk and potential benefit to the organization. Many of the factors that exist in executive decision making also have been studied, albeit on a more modest scale, under more controlled conditions by both basic and applied behavior analysts. Phenomena like behavioral momentum, the sunk cost effect, behavioral economics, and choice all involve behavioral processes that bear directly on a more general understanding of risk taking and decision making. This paper critiques some of the behavioral research on these topics in terms of their implications specifically for executive behavior in business environments. |
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| Job Satisfaction: The Management Tool and Responsibility Revisited, or the Case for Affective Measurement in OBM. |
| Domain: Applied Research |
| DONALD A. HANTULA (Temple University), Jennifer Kondash (Temple University) |
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| Abstract: Job satisfaction is perhaps the most studied dependent variable in I/O Psychology, but its relevance to OBM remains an open question. In an influential JOBM paper, Mawhinney (1989) delineated the special role of job satisfaction in OBM as both a tool and responsibility. This presentation revisits Mawhinney’s arguments and offers a reappraisal of job satisfaction in OBM applications and research in light of current research on job satisfaction. After a review of the job satisfaction literature, the presentation moves to a quantitative review of job satisfaction and social validity measurement in OBM applications. Based on the quantitative review, recommendations for measuring such affective variables in OBM applications are presented with an emphasis on going beyond pecuniary reasons for measuring these variables, and instead focusing on the ethical aspects of OBM applications. |
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| How to Woo Colleagues and Influence People: Likeability as an EO Manipulation in OBM. |
| Domain: Applied Research |
| JUDY L. AGNEW (Aubrey Daniels International) |
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| Abstract: A good portion of the behavior change that occurs in OBM interventions is a function of social consequences. Verbal feedback paired with praise is probably the most common consequence class. The effectiveness of the praise depends on a number of variables, including timing, specificity and satiation. It also depends on the relationship between the person giving the praise and the reciever. This talk will explore the notion of "relationships" as Establishing Operations which change the reinforcing value of praise. It will also outline behavioral strategies for developing good relationships at work in order to improve the effectiveness of praise and other types of social consequences. |
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| Improving Organizational Safety and Productivity: A Case Study. |
| Domain: Applied Research |
| JOHN AUSTIN (Aubrey Daniels International & Western Michigan University) |
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| Abstract: A behavioral approach to improving safety and various measures of productivity will be described and illustrated through use of a case study showing the application of behavioral principles and their impact on business functioning. |
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