obm test
If I give you a non-behavior, be able to generate an appropriate behavior. (Figure 5.3) Similarly, if I give you a behavior, be able to generate an appropriate result and vice versa. (Figure 5.5) Also, ALWAYS make sure your behaviors are active, observable, and measurable. Check them against the "Dead Man's Test" and Figure 5.6.
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purposes of work sampling
First purpose: used to determine how well the organizational structure functions Observing the work process, the antecedents and consequences that exist, that produce behavior in your organization Second purpose: used to determine how well your management process works You are not correcting the behavior of individual workers - that is the job of the supervisor Allows you to determine how effective managers are at promoting discretionary behavior in their people.
reconcilable
If this mission were accomplished perfectly, would the missions of other jobs be hampered? Does it lead to problems or decreased performance in somebody else's job? If your mission is to sell as much as possible, manufacturing's mission of making quality parts may be hampered because they are trying to keep production rates up to meet sales requirements
What problems can occur if you don't pinpoint relevant behaviors? (62,3)
If we don't pinpoint behaviors, one or more of the following problems may occur: People may engage in illegal or morally reprehensible behavior Behaviors necessary for the maintenance of long term results may be neglected Results data may be falsified
(A) is it important to pinpoint both behaviors and results? (41,3) (
If you pinpoint behaviors only you might not get the results you want If you pinpoint results only you may inadvertently reinforce the wrong behaviors
If you want to change results, what must you do?
If you want to change RESULTS, you must change BEHAVIOR} In order to change BEHAVIOR, you must alter the ENVIRONMENT(Antecedents and Consequences) Behavior drives results Consequences* control behavior
Why is it important that the pinpoint be under the control of the performer? (40,2 - 41,2) Imagine if I held you responsible for the performance of the person sitting next to you. My guess is that you would be frustrated and probably want to drop the class before too long.
In addition to being a specific behavior or result, a pinpoint must be under the control of the performer They must have the major influence over the behavior or result Otherwise they can't change the behavior or result
overall objective
Is the identified result the most important result of the job? Is it the major reason for the job's existence? If the result is completely achieved, would anything else be expected, aside from the things that support the result that you've stated? If so, you haven't identified the mission
B)What are the challenges of pinpointing behaviors? (42,2)
Separating behaviors from non-behaviors Determining whether or not the behavior you select will drive the outcome you want
What was the dependent variable? (abstract)Where did the study take place and who were the subjects? (55,3)
Setting Small auto shop Participants 2 machinists Dependent variable (pinpoint) Daily productivity (in dollars billed)
What quality control measures were taken and why? (57,1)
So that quality would not suffer at the expense of quantity, quality control measures were used Internal quality check: if a piece of work was not up to standard, it was reworked by the responsible worker with no commission External quality check: if a piece of work was rejected by a customer for some reason, it was also reworked with no commission
systematic approach
Specify the behaviors and results to be affected} Develop a way to measure those behaviors and results} Determine the methods for changing current performance
Science, and therefore PM, requires REFINEMENT of everyday thinking. What does this refinement involve?
REFINEMENT -Precise specification of the problem investigated, experimentation, analysis, and replication of the results
. Why was the employee standard never raised? (Lecture)
Raising the standard would be mixing goal setting with reinforcement
What is a foundational concept of PM? (12,1)
Reinforcement :◦Any consequence that follows a behavior that increases the probability it will occur again in the future.
longitudinal studies
Study lasted for 78weeks} Follow-up data were collected for 116 weeks} Longitudinal studies are essential to understanding long-term effects of interventions} Longitudinal studies are difficult to conduct
What is the goal of Performance Management?
The goal of Performance Management is to create a workplace that brings out the best in people while generating the highest valuefor the organization.
control
The job holder must have control over the results we pinpoint. Same holds true, even more so, for the job's mission. Ask whether the job holder really has control over the result. How does he or she control the result?
accomplishment
The job mission is a result, not a behavior You don't have to observe the mission being done, just the effects If you need to, review Figure 6.3 to be sure you've identified a result, not a behavior
How is the science of behavior analysis similar to the physical sciences?
The science of behavior uses the same scientific methods that the physical sciences employ ◦Precise definition of the behavior under study ◦Experimentation ◦Consistent replication of experimental findings
Note that this incentive system could have led to a potential penalty for workers if the performance was sub-standard. Why was this never a problem in this particular study?
The sub-standard performance penalty is very risky in terms of acceptance Note that by law, employees could not receive less than minimum wage The risk was never a problem with this study because workers were always above standard
What is the problem with using generalities, attitudes, states, and values to attempt to explain behavior? Why is it better to specify behaviors? (27,3 - 30,1) Also, if given one of the above, be able to convert it into one or more actual behaviors
Feelings, attitudes, personality, and emotions should not be used to explain behavior: We can't observe them They are LABELS for collections of behaviors that we have not yet specified SPECIFYING behaviors allows us to observe and measure those behaviors, which allows us to CHANGE the behaviors
What is the problem with common sense ways of knowing? (
There is nothing common about it; it's based on personal experience that may or may not have yielded the right lessons, and is not commonly known.
Why are these data particularly important? (lamere)
These data are particularly important in documenting that increased productivity was sustained over a long period} Also important in showing that increased productivity was not accompanied by worker dissatisfaction or increased accidents
Before businesses discovered behavior, how did they try to improve results? (19,5) Note that many of these approaches are still commonly used and that they continue to enjoy only limited success.
Traditional approaches to improving results ◦Downsizing ◦Organizational re-engineering (Moving people around) ◦Better selection techniques
What does the literature indicate about the percentage of incentives that are required in order for performance to increase - what percentage appears to be necessary, and how is performance affected by increases in the percentage of incentives?
Traditionally: stated that incentives must be equivalent to at least 30% of worker pay} LaMereet al. used percentages as low as 2.6%} Increasing the percentage of incentive pay does not result in further improvements
data oriented
Use data to evaluate the effectiveness of motivational strategies ◦Look at changes in performance over time (represented by the data) ◦Determine whether the environmental changes may have actually resulted in improved performance
What two things should you do when work sampling to determine how well your management process works?
Use work sampling as a way to calibrate with your supervisors - This allows you to make sure that you are both seeing the same things when observing Use work sampling as a way to strengthen the position of the supervisor - Pair the supervisor's reinforcement with your presence to make reinforcement more powerful - Do not take any actions towards the direct reports without the supervisor's involvement
What did the intervention include? (lamere)
Used an individual monetary incentive system with truck drivers at Michigan disposal service} Increased incentives twice over the course of the study} Truck drivers received both individual and group feedback on their performance (number of jobs completed) }Drivers lost incentive pay if they had accidents
What do the authors mean when they say "business is behavior"?
Without behavior no organizational accomplishments are ever achieved ◦Organizations rely on the behavior of individuals for their success -without that behavior the organization will ultimately fail
Consider the following job mission for a server working at a restaurant. Mission: Entering all orders taken with 100% accuracy. What part of the ACORN test does this mission fail?
accomplishment
Consider the following job mission for a delivery person:100% of packages delivered free of manufacturer defects.
control
Consider the following job mission for an insurance salesman: worked an average of 75 hours a week.
numbers
Consider the following job mission for hair dresser: 100% of customers scheduled for hair appointments.
overall objective
Background info: The warehouse for a tire company can store 1,000 tires a week before the delivery truck comes: Mission for production: 2,000 tires produced weekly.
reconcilable
The owner of the company refused to continue the reversal phase (phase III) for very long. (56,2) Why? If a procedure is working, management is not likely to want to pull it out. Be able to explain WHY the management did not allow the reversal phase to continue. (Lecture)
they were losing money
What was the primary measure? (lamere)
Primary dependent measure: percentage of job points earned in less time than the baseline average} Used a weighted point system based on the tasks engaged in during pickups and deliveries of waste
What three things does she recommend for a successful reward system
1. Develop specific, objective, and reliable measures of behaviors and results, using these to monitor progress on an on-going basis 2.Ensure the goals and criteria upon which the rewards are based are realistic: employees can and do meet them 3.Make the opportunity for rewards available to everyone
What are the 7 reasons organizations use PM? Pick 3 of the 7 reasons. Be able to provide those reasons (heading) and describe the reasons in 3-5 sentences
1. It works -Empirically supported 2.Short-term and long-term results -Relies on antecedent and consequence changes 3.Requires no formal psychological training -Anyone can learn to use PM 4.Can maximize all kinds of performance -Not limited to a particular job, job level, or industry 5.Creates an enjoyable place to work 6.Can enhance relationships at work, home and in the community -Based on BA principles, which apply to ANY situation 7.Open system -Can involve all levels, not just dictated down from the top to the bottom
How does Daniels define performance management
2}A systematic, data-oriented approach to managing people at work that relies on positive reinforcement as the major way to maximizing performance.Daniels, 1989
what is the assumption of Performance Management?
ALL PERFORMANCE CAN BE MEASURED!
acorn test
Accomplishment Control Overall Objective Reconcilable Numbers
According to Johnson (2002), why are some employees turned off by the term behavior? (20,1) What is the authors' response? (20,1)
According to Johnson (2002) some employees are turned off by the term behavior ◦Indicates that they are to blame ◦However it actually alleviates them of blame and assigns it to environmental variables
How did Baer, Wolf, and Risley (1968) define Applied Behavior Analysis?
Applied Behavior Analysis (ABA) ◦ Its subject matter is human behavior: why we act as we do, how we acquire habits, and how we lose them; in other words, why we do the things we do and how we can change them, if change is needed.
Verbal behavior, especially at the leadership level, is a critical pinpoint. Describe what the job of a leader typically consists of and why this makes pinpointing verbal behavior appropriate for improving leader performance. (46,2 and Lecture)
At the leadership level, verbal behavior is critical Leaders aren't typically producing product or delivering services Their entire job revolves around verbal behavior They create the policies, procedures, instructions, etc. that affect the way the product is to be produced or the service provided They set the example for how the rest of the organization will interact
What are the four common ways of knowing? (12,5 - 13,1) Note that the first three are common sense ways of knowing.
Authority ◦Someone in position of authority tells us something and we believe it} Agreement ◦Several sources agree that something is true} Personal experience ◦Something has consistently worked for us} Science ◦REFINEMENT
4. (A)Be able to distinguish between behaviors and results. (35,5 - 36,1)
Behavior - Someone's actions, what you see if you observe someone working Typing a report, making a sales pitch, operating a machine press, etc. If your pinpoint ends in "ing" it's a behavior Result - What is left when the behavior is completed A typed report, a secured sale, a pressed part, etc. Results are typically stated in the past tense
(B)What are two reasons for pinpointing results first? (36,2 & 36,4)
Behavior is valued only in relation to its outputs, to know which behaviors are important you must first know what results are important Results bring in money Behaviors cost money
numbers
Can we generate practical, cost-effective and valid data to measure the accomplishment?
What is the problem with trying to change thoughts and feelings in order to solve a business problem? (30,3) What is the best way to change someone's feelings or thoughts? (31,3)
Can't directly change someone's self-talk because you do not have access to it Focus on changing OVERT behaviors by putting them into contact with R+ for those behaviors Success in the desired behaviors may lead to a change in self-talk
focus on behaviors when...
Current performance is a long way from goal - Person is still learning The link between result and behavior is vague - Result can be achieved even when all of the prescribed behaviors are not completed - Safety, maintenance, prevention Result is long delayed - Long projects, big ticket items Relative behaviors are socially sensitive - Etiquette or style issues in which the particular behaviors are offensive or cause personal embarrassment Low results are caused by factors beyond the control of the performer - Materials, economy, seasonal issues
work sampling
Direct observation of on the job behavior Has two main purposes and two considerations to take when being used
What safety contingency was included in the system, and why was it included? (389,2) One must be VERY careful with incentive systems. Both quality and/or safety could well suffer if they are not taken into account when incentive systems are designed. Remember, you get what you pay for (and what you reinforce). If you are paying for quantity, you'll get quantity, maybe at the expense of quality and/or safety.
Drivers lost their weeks incentives if they had a chargeable accident} Chargeable accidents were defined as accidents investigated by the police in which the driver was found at fault} Accidents not investigated by the police in which the driver was found at fault after an investigation by the management
State the results of the feedback plus commission system in terms of percentage increases over baseline for the two workers. (59,1)
Employee 1: 210% improvement over baseline Employee 2: 174% improvement over baseline
Several important aspects of the monetary incentive system helped ensure employee acceptance of it. What were those aspects? (389,2) Why was it important to ensure drivers that performance standards wouldn't be changed and no one would lose their jobs? Think about it. If you want increases in productivity, you can't punish those increases by firing people or raising the performance standard when they reach or exceed it.
Employees could not earn less money under the incentive system than they could have earned before the intervention was introduced }Drivers were promised that standards would not change }Drivers were assured no one would lose their job as the results of any increases in productivity
Another argument is that rewards punish. Dickinson states that a reward system can, indeed, become punishing if "people do not get the rewards they were hoping to get". She lists four reasons why employees may not get the rewards they expect. (A)What are they?
Kohn argues that rewards punish ◦Dickinson notes that a reward system can become punishing if people dont get the rewards they were hoping for 1. They are not aware of the behaviors and results that lead to the reward 2. They and their supervisor disagree about how well they performed 3. Employees may not meet performance goals and criteria upon which rewards are based 4. Rewards may be competitive, dividing employees into winners and losers
Finally, Kohn states that rewards decrease interest and motivation. That is, if you have a hard worker, they do exceptional work because they love what they do. If you "bribe" them, they will have negative feelings about their work. What does Dickinson say happens to interest when rewards are provided for successful performance? Is this backed up by research?
Kohn states that rewards decrease interest and motivation Dickinson notes that when rewards are provided for successful performance, they enhance interest. The research results are consistent and robust
Kohn states that rewards discourage risk-taking by placing emphasis on the reward rather than the work to be done, thus limiting creativity. Dickinson states you get what you reward. If risk-taking, quality, and creativity are desired, what should we do with regards to behaviors, results, and rewards?
Kohn states that rewards discourage risk-taking Dickinson notes -you will get what you reward! If you want innovation and creativity, reward them! We should specify the particular behaviors and results that comprise them and then reward them richly.
Labels such as "unmotivated," "a bad attitude," and "poor disposition" do not help correct a performance problem. For the exam, be able to explain (a) what such descriptions or labels consist of, and based on this explanation (b) explain why such labels do not help correct the problem.
Labels are not specific responses or results, they're collections of non-specific behaviors Labels do not help correct the problem: They fail to identify the specifics of the problem (open to interpretation) They don't tell performers what they need to change to improve performance
Why was the study initiated? In other words, why did management want an incentive program? (lamere)
Management wanted to increase productivity} Management did not want an increase in accidents} Management did not want to produce worker dissatisfaction} President wanted workers to be fairly compensated and share in increased profit
Be able to explain Deming's (1986) Four M's. Where does PM fit in?
Materials} Machinery} Methods} Manpower* *This is where PM fits in, but this is not well understood by the users of Demings technique *Most organizations address manpower issues through punishment and training
What were the net labor cost savings for the company in the first 15 months? (403,1) WOW!
Net labor cost savings for the company in the first 15 months were $76,000
Kohn states that rewards ignore reasons for problems and causes of improvement. Does behavior analysis ignore reasons?
No. We call our field behavior analysis to emphasize that we do not ignore reasons.
Why is specifying a job's mission important? (55,6) Be able to list the steps involved in identifying a job's mission? (57,3
Not all behaviors are significant to achieving the desired results Need to identify the job's most important result - the job's mission It is important to specify the mission because specifying the job's mission lays the groundwork for all further pinpointing, which is critical to effectively managing performance Determining a job's mission List all of the results of the job Try to extract from the list the single most important result of the job Put that result through the ACORN test
How is Performance Management defined in terms of its relationship to Applied Behavior Analysis? (
Performance Management (PM) ◦A branch of ABA that focuses on the workplace
What were the general results of the study? (399,1) lamere
Performance improved for both groups during the intervention}Improvements were maintained across conditions
focus on results when
Performers are skilled and know what behaviors to do Behavior/result link is obvious and clear Results are improving
One of Kohn's arguments is that rewards are immoral in that they are used to control others. What is Dickinson's stance on the use of rewards?
Pink brings back Alfie Kohns stance on rewards and motivation◦ Rewards decrease motivation◦NOT TRUE!!!!!!! Kohns stance is that it is immoral to use rewards◦ E.g. teachers who use rewards} If this is true, Dickinson states she is guilty!◦ - It is good to give students feedback - Great job - Pat on the back ◦She states that sometimes the only way we know we've done a good job is if people tell us
What, according to Daniels, is the "one simple rule we can state concerning behaviors and results?" (62,2)
Pinpoint both behaviors and results, but always pinpoint and measure results first!
What is pinpointing and what do pinpoints consist of? Pinpoints must be NORMS. For the exam, you should also know what NORMS stands for and identify whether a pinpoint passes this test. (35,4) After lecture, be able to develop behavior and results pinpoints for a certain profession (lecture).
Pinpointing Being specific about what people do Pinpoints consist of "norms" Behaviors and/or results Not an interpretation Observable Reliable Measurable Specific