An Initial Assessment of Effective Preference Assessment Intervals Among Employees

Previous research has shown that employee preferences for tangible items may change significantly from one month to the next. Although a 1-month interval may be too long to wait between preference assessment administrations, no guidelines exist with regard to how often to assess employee preference. This study examined changes in preference as measured by two different preference assessments across four different time intervals. We measured preference stability by assessing changes in designations of high- and low-preference items from one assessment to the next. Only the 1-week interval indicated no changes in item designation from high preference to low preference or low preference to high preference. These data suggest that if tangibles are used, preferences may need to be assessed over time.     

An Examination of Generalized-Conditioned Reinforcers in Stimulus Preference Assessments

Generalized-conditioned reinforcers (GCRs) are advocated for by practitioners when possible because of their ability to function as reinforcers across a wide array of motivative operations. In organizational behavior management 2 common GCRs are praise and money. Although many studies have demonstrated their usefulness, no prior study has compared relative preferences for GCRs (specifically money) and other potentially reinforcing items. A total of 24 direct care employees from a group home setting completed assessments for potential reinforcers. All participants in the current study identified items other than money as high-preference items, suggesting that some items may serve as alternatives to money in terms of preference.     

Further Evaluation of the Accuracy of Managerial Prediction of Employee Preference

Previous research (i.e., Wilder, Rost, &; McMahon, 2007 Wilder, D. A., Rost, K. and McMahon, M. 2007. The accuracy of managerial prediction of employee preference: A brief report. Journal of Organizational Behavior Management, 27(2): 1–14. [Taylor &; Francis Online], [Web of Science ®] , [Google Scholar]) has suggested that managers perform poorly when predicting items and activities which their employees state that they might like to earn as part of performance improvement programs. The purpose of the current study was to replicate the earlier study conducted by Wilder et al. (2007 Wilder, D. A., Rost, K. and McMahon, M. 2007. The accuracy of managerial prediction of employee preference: A brief report. Journal of Organizational Behavior Management, 27(2): 1–14. [Taylor &; Francis Online], [Web of Science ®] , [Google Scholar]) with a larger and more diverse sample of managers and employees. One hundred employees and 15 managers were asked to rank order a list of items/activities they thought their employees would most prefer to be incorporated into a performance improvement plan. Next, employee preference for these same items was directly assessed using an employee reinforcer survey. Kendall rank-order correlation coefficients were used to compare the results of the managerial rank with the employee reinforcer survey. Correlations ranged from ?.6 to 1, with a mean of .25.     

Exploring the Utility of Preference Assessments in Organizational Behavior Management

The present study compared two variations of stimulus preference assessments: a survey in which direct service employees ranked their preferences for a variety of items, and a multiple stimulus preference assessment without replacement (MSWO), in which textual stimuli were used to represent the actual items. Results obtained for four participants revealed identical preference hierarchies across each type of stimulus preference assessment for one participant, with three participants demonstrating variations in their preference hierarchies during the MSWO when compared with the ranking survey.     

An Evaluation of Staff Preference for Graphic Characteristics

The purpose of the current study was to assess staff preference for how data were displayed on graphs. Specifically, preference for line versus bar graphs was assessed, as well as preference for data displayed as one date in time versus multiple dates showing performance trends. A secondary purpose of the study was to assess staff comprehension of the data presented across different graphic displays. Participants included 60 entry-level direct care staff and 25 seasoned therapists. Therapists had more advanced training in applied behavior analysis than the direct care staff. The vast majority of direct care staff preferred data depicted as a bar graph versus data depicted as a line graph, even preferring a single bar graph over a time-series line graph. The therapists preferred time-series line graphs to bar graphs. Most staff demonstrated understanding of the data, regardless of how it was depicted.     

Human and Organizational Factors in Reliability Assessment and Management of Offshore Structures

Today, there is a worldwide infrastructure of offshore structure systems that include fixed, floating, and mobile platforms, pipelines, and ships. Background on current and future trends in development of comprehensive programs to help improve the quality and reliability of offshore structure systems are discussed. A combination of proactive, reactive, and interactive risk assessment and management approaches have been developed and applied. Two risk assessment and management instruments are detailed in this article: a qualitative Quality Management Assessment System (QMAS), and a quantitative System Risk Analysis System (SYRAS). Application of QMAS to produce human and organizational performance shaping factors that are used as input to SYRAS is discussed.     

Motivating Operations in the Journal of Organizational Behavior Management: Review and Discussion of Relevant Articles

Every article published in the Journal of Organizational Behavior Management from 1982 through 2012 that contained the term motivating operation (or a related term) was examined. Seventy-six articles used a relevant term. Authors used the term in attempts to categorize and explain the behavioral effects of many aspects of interventions (e.g., rules, feedback, goal-setting), everyday occurrences in organizations (e.g., nicotine deprivation, top management support), and characteristics of behaving individuals (e.g., optimism, personality state), which on the one hand suggests that the motivating operation concept has been of value in organizational behavior management research as published in the journal. On the other hand, none of the articles demonstrated the successful use of a motivating operation as the term was initially defined, which suggests that the MO concept has been substantially expanded or widely misused by authors of the evaluated articles.     

中文表达者的“沟通模式偏爱悖论”与“下情上达评价悖论”

文字概率表征是指用可能、也许、不一定等词汇或短语来表示事件发生的可能程度。研究者发现,英语表达者在接受信息时偏爱数字概率表征,在传递信息时反而偏爱文字概率表征,这种现象被称之为沟通模式偏爱悖论(Communication Mode Preference Paradox,CMPP)。本研究调查了说中文的大学生(N=356)和管理者(N=108)在一般情境和天气预报情境下的概率沟通偏好;并对下情上达情境下的四类管理者(两类传声筒型管理者:听取下级的文字概率信息并向上级汇报文字概率信息;听取下级的数字概率信息并向上级汇报数字概率信息。以及两类信息转化型管理者:听取下级的文字概率信息却向上级汇报数字概率信息;听取下级的数字概率信息却向上级汇报文字概率信息)作了评判。其结果发现:(1)在一般情境和天气预报情境下,说中文的被调查者不仅也普遍存在CMPP现象,而且发生该现象的比例显著地高于说英语的被调查者;(2)另一类沟通悖论:同样面对忠实的传声筒型管理者,被调查者认同数字概率传声筒、而不认同文字概率传声筒;同样面对权变的信息转化型管理者,被调查者认同将数字转化成文字概率的管理者、而不认同将文字转化成数字概率的管理者;(3...     

Stock Evaluation Using a Preference Disaggregation Methodology

This paper presents a real application of a multicriteria decision aid (MCDA) approach to portfolio selection based on preference disaggregation, using ordinal regression and linear programming (UTADIS method; UTilités Additives DIScriminantes). The additive utility functions that are derived through this approach have the extrapolation ability that any new alternative (share) can be easily evaluated and classified into one of several user-predefined groups. The procedure is illustrated with a case study of 98 stocks from the Athens stock exchange, using 15 criteria. The results are encouraging, indicating that the proposed methodology could be used as a tool for the analysis of the portfolio managers' preferences and choices. Furthermore, the comparison with multiple discriminant analysis (either using a stepwise procedure or not) illustrates the superiority of the proposed methodology over a well-known multivariate statistical technique that has been extensively used to study financial decision-making problems.     

An Objective Review of the Journal of Organizational Behavior Management

Abstract

This article presents an objective review and analysis of every article published in the Journal of Organizational Behavior Management (JOBM) between 1987 and 1997. The purpose of this review was to replicate and extend the research conducted by Balcazar, Shup-ert, Daniels, Mawhinney, and Hopkins (1989) by providing an objective review and analysis of the second decade of JOBM publications. In doing so, we analyzed several noteworthy trends and patterns occurring within the second decade of the Journal and compared them with the first decade, where applicable. Additionally, we discussed the extent to which the Journal has continued to meet its objectives, and we offered recommendations for future JOBM publications. In general, we found evidence that the Journal has continued to grow in meaningful ways, and we report data that indicate it continues, to some extent, to meet its original objectives. Author affiliation remains largely in academe, although there is evidence that more collaboration is occurring with non-academic authors. The variety of topics addressed by JOBM researchers continues to grow, and the frequency of work simulation studies has increased as well. We also identified areas where future JOBM research could be improved. In particular, more studies should include information on the reliability and social validity of the independent and dependent variables, cost/benefit analyses, and follow-up data.     

Journal of Organizational Behavior Management

No abstract available for this article.     

Response-Response Relationships in Organizational Behavior Management

Abstract

The issue of behavioral covariation has been a topic of interest to behavior analysts for many years. Many writers have used the term response generalization interchangeably with behavioral covariation. In this paper, we argue from the extant literature that the term “response generalization” should be used to describe only very specific occasions of behavioral covariation. In fact, we argue, response generalization is merely one of at least six types of behavioral covariation observed in organizational behavior management studies. After describing response generalization, the remaining five types of response-response relations we describe are: (1) physiological relations, (2) when target behaviors occasion related behaviors, (3) when target behaviors reinforce related behaviors, (4) when target and related behaviors are maintained by the same reinforcing stimulus, and (5) covariation through participation in verbal relations. We conclude by discussing the potential for additional research on this topic in the area of verbal relations.     

Current Topics in Organizational Behavior Management

No abstract available for this article.     

Organizational Behavior Management and Industrial/Organizational Psychology

Abstract

Six scholars in applied psychology wrote thoughtful and provocative reactions to a paper written by the author that presented a case for broadening the content and language of organizational behavior management (OBM) in order to enhance appreciation for OBM in organizational settings and among university faculty and students in mainstream psychology programs. This paper summarizes the follow-up commentaries and adds justification for key points made in the target article. Five topics are addressed: (1) critical distinctions between OBM and industrial/organizational psychology, (2) disadvantages of using negative over positive reinforcement to motivate behavior change, (3) the need to after OBM language in order to increase interest and application, (4) the use of unobservable person state vs. personality traits to explain behavior, and (5) the challenge of improving the education and training of students in OBM programs.     

The Effects of Progressively Thinning High-Preference Item Delivery on Responding in Employees

The use of mixed-preference reinforcer delivery (i.e., the random delivery of a set of items with varying degrees of preference for each individual) with employees has been found to produce moderate levels of responding in an analog setting; however, mixed reinforcer delivery may not conform to the recommendations made by some popular writers in organizational behavior management. The current investigation used a progressively thinning high-preference stimulus delivery procedure to investigate the use of mixed reinforcer delivery with 5 employees. Results indicated that most participants did not reliably complete work when the percent chance of earning a high-preference item dropped below 100%. These results do not support the use of varied reinforcers in applied settings.