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Organizational Behavior Management: Methods to Improve Employee Performance |
Tuesday, May 28, 2013 |
9:00 AM–10:20 AM |
101 D (Convention Center) |
Area: OBM; Domain: Applied Research |
Chair: Jacqueline Adams (RCS Learning Center ) |
Discussant: Russell W. Maguire (Simmons College) |
CE Instructor: Christina M. Boyd-Pickard, M.S. Ed. |
Abstract: While numerous empirical studies have demonstrated how techniques of Organizational Behavior Management (OBM) improve employee behavior; many managers do not effectively utilize these procedures. Managers of organizations are often presented with the challenge of measuring, monitoring, and altering staff performance. The purpose of these studies was to demonstrate how OBM strategies can be used to improve employee performance within the scope of the entire organization as well as within individual job descriptions. The first study utilized the Performance Objective Matrix (POM) to define and prioritize all components of a job description for one level of employees. The results of the POM were communicated to staff through performance feedback and staff where encouraged to assist in the development of individualized performance goals. Additionally, incentives were provided to staff for continued emission of pinpointed behaviors. The second study evaluated the effects of graphic and written feedback on staff adherence to service delivery requirements within a school based setting. The third study evaluated the effectiveness of staff self-monitoring their performance in increasing the rate of presentation of discrete trials within an educational setting. These studies demonstrated the effectiveness of multiple strategies of OBM and outline procedures required to implement these techniques. |
Keyword(s): Organizational Behavior Management, Performance Feedback, Performance Matrix, Self Monitoring |
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Performance Objective Matrix (POM): Effects of Feedback, Collaborative Goal Setting, and Incentives on Therapist Performance |
CHRISTINA M. BOYD-PICKARD (RCS Learning Center), Allison Genovese (RCS Learning Center ), Elizabeth Kelsey (RCS Learning Center), Jacqueline Adams (RCS Learning Center ), Allison Disch (RCS Learning Center ), Kristen Murawski (RCS Learning Center) |
Abstract: Few tools exist which aid managers in selecting, defining, and measuring employee performance. The Performance Objective Matrix (POM) is a performance management tool which aids managers in objectively analyzing employee performance. When utilizing the POM, all components of a job description must be identified, measured, and then weighted in order of importance. In this study, the POM was implemented across ten behavior therapists who are employed at a private school for children diagnosed with Autism Spectrum Disorders. The intervention consisted of providing each therapist with individualized performance feedback, collaborative goal setting, and an incentive plan. Data were analyzed utilizing a Multiple Baseline Design across therapists in order to determine effectiveness. The purposes of this study were to determine the effects of utilizing the POM and to establish a set of procedures to be utilized when providing feedback from the POM. Results demonstrated that the treatment package of performance feedback, collaborative goal setting, and incentives were effective in increasing employee performance within this setting. Future research may include conducting a component analysis of the treatment package in order to determine which independent variables are contributing to the behavior change. |
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The Effect of Written and Graphic Feedback on Therapy Providers Achieving Weekly Service Delivery Requirements |
ELIZABETH KELSEY (RCS Learning Center) |
Abstract: Maximum student progress is influenced by the effectiveness of the team of individuals that service each student. In a school setting this often includes therapy providers such as Speech and Language Pathologist and Occupational Therapist who oversee the implementation of related student programs. It is therefore critical for therapy providers to achieve assigned service delivery requirements. Further, performance feedback has been used successfully to increase performance in a variety of settings. The current study utilized an ABAB reversal design to examine the effect of written and graphic feedback on the completion of service delivery requirements for 2 therapy providers working in a private school for students with autism. At weekly meetings, each therapy provider was given (1) a graph showing the percent of total service delivery completed and (2) a written statement regarding if service delivery was met or not and the percent increase or decrease in completion from the previous week. The current study proposes a time efficient method for providing specific feedback that has important implications on services provided to students with autism. |
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The Effects of Self-Monitoring on Increasing Rate of Discrete Trial Presentation |
COLLEEN YORLETS (RCS Behavioral & Educational Consulting ), Christina M. Boyd-Pickard (RCS Learning Center) |
Abstract: While numerous studies have demonstrated the effectiveness of implementing training packages to increase staff performance for discrete trial teaching (DTT), few have utilized self-monitoring as the primary intervention. One of the benefits of self-monitoring as a staff training tool is that it has the potential to increase staff independence in maintaining target performance rates. Rate of discrete trial presentation is well-established as an important component of DTT which is sometimes targeted for increase as part of an overall training package to increase DTT procedural integrity. The current study evaluates the use of self-monitoring to increase the rate of discrete trial presentation demonstrated by 2 behavior therapists. Discrete trial sessions were video recorded and shown to therapists who recorded their rate of discrete trial presentation. Rates were graphed and posted each session. A multiple baseline across therapists design was used to evaluate the effects of this intervention on staff performance. Data show that implementation of a self-monitoring intervention was occasioned by an increase in rate of discrete trial presentation. This study has implications for improving and maintaining target rates of discrete trial presentation with minimal oversight. |
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