Behavioral System Feedback Measurement Failure: Sweeping Quality Under the Rug

Behavioral Systems rely on valid measurement systems to manage processes and feedback and to deliver contingencies. An examination of measurement system components designed to track customer service quality of furniture delivery drivers revealed the measurement system failed to capture information it was designed to measure. A reason for this failure was an inadequate design, which resulted in sabotage of the measurement system by agents in the organization. The failure of this measurement system led to the ineffective operation of business processes and related systems. For example, a bonus pay system and a disincentive system were disabled due to the faulty measurement system. Suggestions for the development of a valid measurement system are offered

Swimming Pool Hygiene: Self-Monitoring, Task Clarification, and Performance Feedback Increase Lifeguard Cleaning Behaviors

The effects of task clarification, self-monitoring, and performance feedback on cleaning behaviors of 9 lifeguards in 3 performance areas (vacuuming, lobby tidying, and pool deck maintenance) were investigated using an ABA reversal design at a county swim complex. A specific task in each performance area was used as a behavioral control. Following a task clarification meeting, the percentage of closing tasks completed each night was self-monitored through ratings by lifeguards and managers. Researchers conducted independent ratings of these completed tasks after the staff had left the building. Feedback data were posted daily using line graphs that displayed the percentage of tasks completed correctly from both self-report and researchers' data. Overall performance increased from an average of 45.1% correct behaviors during baseline to an average of 76.9% during intervention then reversed to baseline during follow-up to an average performance of 45.05%

Keeping an Uphill Edge: Managing Cleaning Behaviors at a Ski Shop

Several behaviors in a ski shop were identified as being deficient using Austin's Performance Diagnostic Checklist (2000) and Daniels and Daniels' PIC/NIC Analysis (2004). During a 4-week baseline, 7 cleaning behaviors were monitored and 5 were subsequently targeted in an intervention package using an ABC design. The intervention included: a task clarification session, a posted behavioral checklist, graphic feedback of the group's performance for the previous week, and daily task-specific feedback. Immediately after the checklist was posted, the frequency of employee cleaning behaviors increased 52%. Cleaning behaviors increased an additional 12% after the implementation of daily task-specific feedback. Results suggest the interventions generalized to the 2 cleaning behaviors not mentioned in the task-clarification session

Behavior Change Among Agents of a Community Safety Program: Pizza Deliverers Advocate Community Safety Belt Use

Discusses the pizza deliverers' role as intervention agents for a community safety belt campaign sponsored by their stores. Evaluation on the behavior change of the intervention agents; Profiles of the intervention agents; Procedures in data collection and behavioral observations; Total number of vehicular observations administered

Performance, Accuracy, Data Delivery, and Feedback Methods in Order Selection: A Comparison of Voice, Handheld, and Paper Technologies

A field study was conducted in auto-parts alter-market distribution centers where selectors used handheld computers to receive instructions and feedback about their product selection process. A wireless voice-interaction technology was then implemented in a multiple baseline fashion across three departments of a warehouse (N = 14) and was associated with a 17% increase in productivity over the previously implemented handheld scanning technology of the baseline condition and comparison departments that continued to use handheld scanner technology. Selection accuracy was nearly identical for voice (99.55%) and handheld (99.80%) technology. But, both were associated with substantially higher selection accuracy than a paper-based method (96.50%). Accuracy with voice instruction delivery, however, was most vulnerable whenever upstream events (i.e., processes that occur before the selection process such as receiving, replenishment, and inventory control) resulted in the wrong product being in the selection location. The implications and limitations that arise with these technologies are discussed as well as the expanded role of the Organizational Behavior Management professional

Approaching Error-Free Customer Satisfaction through Process Change and Feedback Systems

Employee-based errors result in quality defects that can often impact customer satisfaction. This study examined the effects of a process change and feedback system intervention on error rates of 3 teams of retail furniture distribution warehouse workers. Archival records of error codes were analyzed and aggregated as the measure of quality. The intervention consisted of a process change where teams of 5 employees who had previously been assigned a specific role within the process were cross-trained to know and help with other team members' functions. Additionally, these teams were given performance feedback on an immediate, daily, and weekly basis. Team A reduced mean errors from 7.47 errors per week during baseline to 3.53 errors per week during the intervention phase. Team B experienced a reduction in mean number of weekly errors from a baseline of 11.39 errors per week to 3.82 errors per week during the intervention phase. Team C did not experience significant error rate reduction

Increasing Recycling in Academic Buildings: A Systematic Replication

We placed recycling receptacles in two locations in academic buildings and studied recycling behavior within an ABA multiple baseline design. During baseline, recycling receptacles were placed in a central location. During the intervention, receptacles were moved into classrooms where beverages were primarily consumed. Baseline conditions were then reinstated. The percentage of cans recycled daily increased during intervention and returned to near-baseline levels during withdrawal. The percentage of cans discarded daily in the trash decreased during the intervention and increased to near-baseline levels during withdrawal. Implications of this study include making recycling more convenient in institutional settings

Enhancing Incentive Programs with Proximal Goals and Immediate Feedback: Engineered Labor Standards and Technology Enhancements in Stocker Replenishment

Under baseline conditions warehouse stockers (n = 23) could earn incentives if their team performed above the team quota of 18 cases stocked per hour. They were also subject to disciplinary action if they failed to regularly meet individual stocking quotas. In spite of these contingencies the stockers failed to receive bonus payments most of the months preceding the intervention. The intervention package included a task analysis in the form of engineered labor standards. Empirically derived time standards were combined to provide engineered standards for all stocking tasks. A specific time duration goal for each task was presented prior to execution of each task. Percent of standard time used to complete each task was then presented immediately upon completion of each task via a handheld Electronic Performance Monitoring (EPM) device. Thus, task goals and performance feedback immediately preceded and followed performance of each stocking task. Immediately upon onset of the intervention, employee performance increased and eventually averaged 4.46 cases stocked per hour per person, an increase of 24% over the baseline phase. Performance was maintained for the 10-week duration of the study. Team members received the maximum bonus of $300 per month for 9 consecutive months under the intervention system. Performance levels in a comparison team at another warehouse were unchanged during the entire study. Results were discussed in terms of expanding the role of Organizational Behavior Management professionals and operational and ethical issues associated with EPM technologies

On the Necessity of Structure in an Arbitrary World: Using Concurrent Schedules of Reinforcement to Describe Response Generalization

The term response generalization has been poorly defined and has, over many years, been a source of controversy for applied researchers who must grapple with results that show changes in behaviors outside of the response class targeted by their intervention. The present discussion seeks to differentiate response generalization from such terms as response covariation and induction. Instead, response generalization is redefined in the context of response classes and concurrent schedules of reinforcement

Improving the Driving Practices of Pizza Deliverers: Potential Moderating Effects of Age and Driving Record

A practical intervention program, targeting the safety belt use of pizza deliverers at two stores, increased significantly the use of both safety belts (143% above baseline) and turn signals (25% above baseline). Control subjects (i.e., pizza deliverers at a third no-intervention store and patrons driving to the pizza stores) showed no changes in belt or turn signal use over the course of 7-month study. The intervention program was staggered across two pizza stores and consisted of a group meeting wherein employees discussed the value of safety belts, received feedback regarding their low safety belt use, offered suggestions for increasing their belt use, and made a personal commitment to buckle up by signing buckle-up promise cards. Subsequently, employee-designed buckle-up reminder signs were placed in the pizza stores. By linking license plate numbers to individual driving records, we examined certain aspects of driving history as moderators of pre- and postintervention belt use. Although baseline belt use was significantly lower for drivers with one or more driving demerits or accidents in the previous 5 years, after the intervention these risk groups increased their belt use significantly and at the same rate as drivers with no demerits or accidents. Whereas baseline belt use was similar for younger (under 25) and older (25 or older) drivers, younger drivers were markedly more influenced by the intervention than were older drivers. Individual variation in belt use during baseline, intervention, and follow-up phases indicated that some drivers require more effective and costly intervention programs to motivate their safe driving practices