Handbook of Organizational Performance: Behavior Analysis and Management PDF
Preview Handbook of Organizational Performance: Behavior Analysis and Management
Handbook of Organizational Performance Behavior Analysis and Management THE HAWORTH PRESS Organizational Behavior Analysis and Management Thomas C. Mawhinney Senior Editor Handbook of Organizational Performance: Behavior Analysis and Management edited by C. Merle Johnson, William K. Redmon, and Thomas C. Mawhinney Handbook of Organizational Performance Behavior Analysis and Management C. Merle Johnson, PhD William K. Redmon, PhD Thomas C. Mawhinney, PhD Editors Transferred to Digital Printing 2008 by Routledge 270 Madison Ave, New York NY 10016 2 Park Square, Milton Park, Abingdon, Oxon, OX14 4RN © 2001 by The Haworth Press, Inc. All rights reserved. No part of this work may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, microfilm, and recording, or by any information storage and retrieval system, without permission in writing from the publisher. Printed in the United States of America. First published by The Haworth Press, Inc., 10 Alice Street, Binghamton, NY 13904-1580 Library of Congress Cataloging-in-Publication Data Handbook of organizational performance : behavior analysis and management / C. Merle John- son, William K. Redmon, Thomas C. Mawhinney, editors. p. cm. Includes bibliographical references and index. ISBN 0-7890-1086-0 (hard : alk. paper)—ISBN 0-7890-1087-9 (soft: alk. paper) 1. Organizational behavior. 2. Personnel management. I. Johnson, C. Merle. II. Redmon, William K. III. Mawhinney, Thomas C. HD58.7.H364 2000 658.3—dc21 00-040768 Publisher's Note The publisher has gone to great lengths to ensure the quality of this reprint but points out that some imperfections in the original may be apparent. CONTENTS About the Editors xi Contributors xiii Foreword xv Aubrey C. Daniels Acknowledgments xix PART I: FOUNDATIONS Chapter 1. Introduction to Organizational Performance: Behavior Analysis and Management 3 C. Merle Johnson Thomas C. Mawhinney William K. Redmon Recurring Themes in OBM Research Literature 7 Conclusion 18 Chapter 2. Principles of Learning: Respondent and Operant Conditioning and Human Behavior 23 Alan Poling Diane Braatz Respondent Conditioning 24 Operant Conditioning 26 Verbal Behavior 40 Rule-Governed Behavior 41 Concluding Comments 44 Chapter 3. Developing Performance Appraisals: Criteria for What and How Performance Is Measured 51 Judith L. Komaki Michelle Reynard Minnich Problems with What to Appraise 52 The "How" Issues in Performance Appraisal 55 What Can Be Done to Improve Content and Method? 58 New Criteria for Criteria 62 Identifying What Should Be Appraised 67 Chapter 4. Within-Group Research Designs: Going Beyond Program Evaluation Questions 81 Judith L. Komaki Sonia M. Goltz Scientific Method: Matching Research Questions and Designs 82 Drawing Inferences with Confidence 86 Within-Group Designs 92 Answering Program Evaluation Questions Using Within-Group Designs 93 Assessing Trends Over Time Using Within-Group Designs 109 Problems Using Within-Group Designs to Address Comparison Questions 112 Assessing Impact of Multiple Treatments: Alternatives to Asking Comparison Questions 119 Within-Group Designs in Perspective 123 Chapter 5. Schedules of Reinforcement in Organizational Performance, 1971-1994: Application, Analysis, and Synthesis 139 Donald A. Hantula The Basic Importance of Schedules 140 Schedules of Reinforcement: The Basics 142 Schedules of Reinforcement: The Research 148 Application, Analysis, and Synthesis 155 Theoretical Issues and Future Directions 157 PART II: APPLICATIONS OF THE BEHAVIORAL MODEL Chapter 6. Training and Development in Organizations: A Review of the Organizational Behavior Management Literature 169 Richard Perlow The Importance of Instruction 170 Training Research 170 Comparison Research 173 Training and Motivation 176 Program Development 178 Critique and Future Research Directions 181 Conclusion 185 Chapter 7. Leadership: Behavior, Context, and Consequences 191 Thomas C. Mawhinney A Behavior Analytic Vantage Point on Leadership 193 Selection by Consequences As a Causal Mode 193 Contiguity- and Molar Correlation-Based Laws of Effect 199 Necessary Conditions for Leadership 205 Discussion and Conclusion 219 Chapter 8. The Management of Occupational Stress 225 Terry A. Beehr Steve M. Jex Papia Ghosh Job Satisfaction 228 The Measurement of Job Stressors 230 Approaches to the Treatment of Occupational Stress 231 Treatments for Occupational Stress 233 Conclusions and Recommendations 248 Chapter 9. Pay for Performance 255 Phillip K. Duncan Dee Tinley Smoot Variety of Plans 255 Behavioral Approaches to Performance-Based Pay 257 Common Elements 268 Future Research 270 Chapter 10. The Safe Performance Approach to Preventing Job-Related Illness and Injury 277 Beth Sulzer-Azaroff Kathleen Blake McCann Todd C. Harris Current Approaches to Dealing with Safety 277 Reasons for Unsafe Performance 278 The Safe Performance Model 279 Summary and Conclusion 297 Chapter 11. Actively Caring for Occupational Safety: Extending the Performance Management Paradigm 303 E. Scott Geller An Actively Caring Model 304 Empirical Support for the Actively Caring Model 309 Assessment of Actively Caring Factors 315 Actively Caring in Action 317 Chapter 12. A Behavioral Approach to Sales Management 327 Mark J. Martinko William W. Casey Paul Fadil Background 327 The Behavioral Sales Management Model (BSM): An Overview 328 Final Thoughts 342 PART III: PROFESSIONAL AND THEORETICAL ISSUES Chapter 13. Marketing Behaviorally Based Solutions 347 Leslie Wilk Braksick Julie M. Smith Defining Core Products/Services 347 Advertising and Promotion 349 Sales and Market Research 353 Conclusion 365 Chapter 14. Organizational Behavior Management and Organization Development: Potential Paths to Reciprocation 367 James L. Eubanks Definition and Comparison of OD with OBM 368 Does OD Work? 372 OBM and OD: Potential for Reciprocation 373 Paths to Reconciliation 381 Summary and Conclusion 383 Chapter 15. Social Learning Analysis of Behavioral Management 391 Robert Waldersee Fred Luthans Behavioral Theories 392 Cognitive Theories 393 Convergence and Divergence of the Behavioral and Cognitive Models 395 Social Learning Theory 396 Basic Research on SLT 399 An SLT Model and Framework for Behavioral Management 401 Applied SLT Research Relevant to Behavioral Management 402 Conclusions and Implications 407 Chapter 16. Ethics and Behavior Analysis in Management 415 Howard C. Berthold Jr. What Are Ethical Principles? 415 Why Would Organizational Behavior Management Raise Ethical Concerns? 416 Conclusion: OBM and Ethics 431 Chapter 17. Organizational Culture and Behavioral Systems Analysis 437 William K. Redmon Matthew A. Mason Overview 437 Theoretical Models of Organizational Culture 437 Organizational Cultures: A Behavioral View 439 Behavioral Systems Models 441 Examples of Cultural Change Via Systems Analysis 450 Maintenance of Effective Cultural Practices 453 Summary 453
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