Unit 3 leadership, ethics and ineffective management practices Flashcards
A definition by Daniels and Daniels (2007) states, “
A person that establishes Conditions that bring out the Best in employees”.
- does not state that a leader is the boss
- can be a front-line employee
Manager and leader are not synonymous terms
As stated by Geller (2002):
“…managers hold people accountable, whereas leaders inspire people to feel responsible”
INSPIRE
A Leaders
Their Job is to get employees to work on behalf of the company when nobody else is present.
This is why anyone from employees to the CEO can be ….
Leader
Most are judged by strange criteria:
How successful is the company?
Did the company grow?
Did she leave a legacy?
Is she charismatic?
These definitions rely on results, but
results as the only measures for employees
are not recommended, and the same goes for leaders
These measures also fail to assess our definition of leadership (i.e., your company can be successful with a poor leader, for a while)
Measuring a Leader
Employees work hard for the leader
Employees sacrifice for the leader
Employees correct others who engage in counterproductive behavior
Employees set their own goals based off of what the leader would approve
Promote desire of the behaviors
leaders promote.,
Daniels and Daniels
Leaders behavior can be measured
(everything can be measured)
We are more concerned with how to
effectively lead
Should spend time pairing them selves with reinforcement
Have the employees teach you something (Daniels and Daniels, 2007)
Personally deliver reinforcers for performance
Do a task for an employee
Ask for explanation of good results
(Daniels and Daniels, 2007)
Measuring a Leader
continued
Reinforcing others tends to increase
their rate of delivering reinforcers
If you are on top of an organization, you must reinforce managers, Specifically, reinforce managers when they reinforce others
Leaders must remember the matching Law
Leadership and Reinforcement
Delivery
Focusing too much on an activity and not the ultimate mission
Activity trap-
To achieve all of our goals a leader
must convince the employee that their job is important and that their performance is needed
This can be done by companies having a…
All companies should have one
This statement is the ultimate goal of the organization (Malott, 2003)
Concise statement explaining why the organization exists
Mission Statement
Apple is committed to bringing the best personal computing experience to
students, educators, creative professionals and consumers around the world through its innovative hardware, software and Internet offerings
YouTube’s mission is to provide fast and easy video access and the ability to share videos frequently
Mission Statement Examples
Activity trap-
Focusing too much on an activity and not the ultimate mission
Organizational myopia-
To lose sight of the purpose of the organization
Problems with an Unclear Mission
Malott, 2003
The leader’s challenge is to make it
clear how the behavior of the employee relates to the mission
Reinforcement should be tied to mission related behavior
Leaders and Mission Statement
They understand the importance of their job as it relates to the mission
Receive reinforcement for engaging in behavior that helps achieve the mission
Face-to-face contact
Have a leader that is paired with reinforcement
Have a leader that follows through on contingencies
Allow employee behavior to influence your behavior
An employee becomes invested in
their work when:
Required to change employee behavior from time to time:
New initiatives may be introduced to move the organization forward
New initiatives generally come from top echelons of the company and care must be taken when introducing to employees
Teamwork
Creativity
Challenges-difficulty with being a leader
A leader must keep the mission in mind and change direction when needed:
Represents one of the largest challenges for leaders: ……..
Matching law again!
Employees must realize that the change is to keep with the mission and that their performance is
important
getting employees to stop what they are
doing and start something else
(Initiatives)
change the allocation of reinforcers
Daniels and Daniels (2007) suggest
themes
May be a time for tangibles
Employees with a history of initiatives as an opportunity to contribute and be recognized will likely be okay with the shift
From Geller (2002)
Provide rationales for requests
Involve employees in decisions (customization of goals)
Provide choices
The key for new initiatives is to
In rare cases employees work
without the aid of others
Often, teams of employees are required to work together
This may be especially true when new initiatives are launched
Think back to working in a team in school
If you didn’t like it that’s because you were doing all the work
Working as a team doesn’t mean you reinforce the ‘team
Teamwork
Reinforcement should be allocated to
employees equitably
Make sure duties are assigned equally and that you can track which
members of the team are
contributing
Teamwork- Some solutions for problems
Some companies require …….by their design, but all companies can benefit from it
Input from front-line employees can
be vital—employees are closer to the
‘problems’ than we are as leaders
Employees can become invested in
the mission by contributing ideas that
are implemented
creativity
Behavior—
generating new ideas, generating a variety of ideas, etc. Whatever the definition it involves behavior—not an unalterable trait
We can reinforce behavior and increase creativity, but this is nothing new (Glover & Gary, 1976)
What is creativity?
Set the occasion
Reinforce behavior-not results
Don’t fall into the success-only trap
Increasing Creativity
Just One View
The study of ethics includes a number of opinions
I will pull information from OBM and other sources and give my opinion on several topics related to business and ethics
You may draw your own conclusions based upon the material and subsequent study
Ethics
From Cooper, Heron, and Heward
(2007):
“refers to behaviors, practices,
and decisions that address three basic
and fundamental questions:
what is the right thing to do?
What is worth doing?
What does it mean to be a good behavior analyst?”
Ethics
The Cooper, Heron, and Heward
(2007) is a practical definition of
ethics
We will restrict ourselves to applied
ethics in OBM
The field of ethics contains other
branches of study (e.g., meta-ethics)
Ethics
There are many ethical companies
that are profitable
There are also companies that are
profitable and engage in less than
ideal ethical behavior
Ethical Businesses
But it is still not uncommon to hear
about one company being more
ethical than another
Ethics in a company is determined by
the behavior of the employees
That means, even small ethical
problems decrease the overall ethical
presentation of your company
An Organization is not a Living
Creature
Not many people begin by engaging
in unethical behavior
But, employees may not be punished
by organizations for making
decisions that generate profit
Slippery Slope
Many companies may manage employees in a manner that is ineffective and leads to a dissatisfied workforce
If OBM focuses on positive reinforcement isn’t that always an improvement?
In fact, isn’t the focus on observable behavior an improvement over any system that views employees as full of unalterable traits?
This deserves closer scrutiny
OBM is Inherently Ethical?
Many of the the ethical responsibilities espoused by the BACB will generalize easily to OBM
Some will be more difficult
Ethics in Behavior Analysist
Guideline 6.01 Job commitments
- see Code 1.04c Integrity
Guideline 6.02 Assessing employee interactions
-Code 3.01a Behavior analytic assessment
Guideline 6.03 Preparing for consultation
- Code 2.01 Accepting clients
Guideline 6.04 Employees’ interventions
-Code 2.02 Responsibility
- 05 Employee health and well being
- 06 Conflicts with organizations
BACB Ethical Standards
Advantage of pay for performance
Necessity of safety
What about a task clarification, feedback and public posting intervention for groundskeepers?
If it increased their behavior are they happy?
Who Benefits?
Measures in research assess participant satisfaction with independent variables
Can employees be unhappy with interventions that still improve performance?
Yes, think negative reinforcement
The Value of Social Validity
Hedge our bets by including positive
reinforcement procedures
Can we improve current
management techniques?
Does this alleviate our responsibility?
Increasing Employee Value
John implements a task clarification,
goal setting, and feedback intervention that increases the average rate of audits completed by an accounting firm by 27%
This translates into a large increase in revenue for the firm and John earns a bonus on his consulting fee. Is this okay? Maybe
What if the employees really liked the
intervention?
What if they did not?
What if part of the profits were distributed in part to the employees for obtaining goals?
We have to weigh the effects of our behavior change procedures
Scenario- Increasing employee value
- It is required if you are board
certified - Prevents the employees feeling
‘surprised
The Value of Informed Consent
More than just getting permission
involves a full and detailed explanation of the
proposed procedures then permission to continue
No attempt to sway a decision
given the right to withdraw consent
Conflicts with management?
What is Informed Consent?
Intervene in one group of a company
Allow some employees to not participate
Move employees?
Alter intervention
Planning for Participation
When to work with an organization and when to defer
Novel problems
Large scope
Project type
Being Prepared
The behavior analyst develops interventions that enhance the health and well being of the employees
See Code 2.0 Behavior analysts’
responsibility to clients.
6.05 Employee health and well being
BACB Ethical Standards -Guidelines for responsible conduct
Is there a need to intervene
Possible questions:
Did the employees already agree to goals?
Are the employees at risk of being terminated?
Is the plant going to close?
Will improving performance hurt safety?
Are there systems/equipment problems?
Is There a Need to Intervene?
If the demands of an organization with which behavior analysts are affiliated conflict with these Guidelines, behavior analysts clarify the nature of the conflict, make known their commitment to these Guidelines, and to the extent feasible, seek to resolve the conflict in a way that permits the fullest adherence to
these Guidelines
See Code 1.04e Integrity
Guideline 6.06 Conflicts with organizations
BACB Ethical Standards - Guidelines are responsible conduct
- Add Value
- Validated Practice
- Collaboration
- Continuous Improvement
- Integrity
- Uphold Confidentiality
ISPI code of ethics states six guiding
principles:
Respect and contribute to the
legitimate and ethical objectives of
the organizations”
Give recommendations based on a needs assessment
“Measure performance based on results not on procedures performed for the client
Add Value.- ISPI code of ethics states six guiding principles, 1
Use :
- Data based decisions
- Validated techniques
Objectively evaluate interventions
Keep up with new technologies
Validated Practice Principle- ISPI
Meet the interests of all parties
involved in an intervention
Comply with requests to partner with
others, even if they represent your own competition
(Problem with this and recommending validated
interventions)
Collaboration - ISPI
Continuous improvement of your abilities
Solicit feedback from employers
Continuous Improvement-ISPI
Be honest and truthful in
representation of yourself to clients,
colleagues, and others
Did your intervention contribute to the improvement?
Give credit, be honest with clients ensuring you are practicing within your expertise
Integrity- ISPI
Maintain confidentiality of clients
Respect intellectual property
• Ex., consulting for a software
company
Confidentiality - ISPI
Externalities
A cost that a corporation’s action
impose on society:
Polluting a river
Cigarette companies
High emission vehicles
There may be no contingencies to
evoke alternative responding by employees
Moreover, there may be contingencies that directly compete with alternative behavior
Ex. labor in the U.S. costs more than
labor in other countries
What about an organization’s effect
on society
The behavior analyst promotes the general welfare of society through the application of the principles of behavior.
Fulfilling our commitments vs. doing what is ethical—we have to decide what to do when it comes to our attention that a problem exists
-Should we work from within to correct such externalities when we observe them?
- Should we refuse to have anything to do with these practices?
9.0 The Behavior Analyst’s Ethical
Responsibility to Society.
Externalities (continued)
Options:
Recognition up front
• Refuse position
• Accept with conditions
Recognition after started
• Change from within
• Resign and change
If some are more ‘ethical’ than others, whom can I work with? ;
Are they following the law?
Can I consult with this company?
Choose carefully…
When there is recognition of the Externalities ..
Businesses working in other cultures may find practices they don’t agree with
There are a variety of options in this case
ranging from: outright refusal to work within the culture, to complete capitulation
In cases where there are egregious violations (i.e., recklessly unsafe work conditions) perhaps the best option is not to participate
Other Cultures
However, in many cases other companies may lack the structure to enforce USA-type standards
If this is the case, should it be reasonable
to expect top tier working environments
(Lattal & Clark, 2007)?
Perhaps the best way to make an initial
decision is to reverse roles, could you
work in that environment given the
circumstances?
Other Cultures (con
If the company can use its resources
and influence to “nudge” a given sector into engaging in ethical behavior, it may be better for the employees in question
Ethics can be changed (what does ethics mean to a behavior analyst other than behavior)
By nudging people who are engaging in unethical behavior we may shape ethical responding
’
Align the ‘ethical contingencies
’
Don’t make excuses for clubbing baby seals
Moral nudging
Lattal & Clark (2007) use the term
Set ethical values statements
Ethics into performance reviews
Reinforce ethical behavior
Retain ethical employees/make ethics
a hiring priority
Strategies: integrate ethical practices
into a company:
Perhaps professionals in OBM should look at more than just companies and employees. Look at: Management Employees Consumers Society
Suggested Ethical Guidelines
Conduct a cost benefit analysis on all pparties involved -From the perspective of management;
employees; consumers; and society
Dr. Pritchard’s View
Example, a chemical plant employing
300 workers is in danger of closing if
performance does not improve
-Consumer-Greater availability/lower
cost of product
-Management-Increased revenue
-Employee-Job security…
-Society-Reliance on potentially harmful
product
How Could this Effect the Consumer?
Asked to consult in a company that already has a stranglehold on the market
Increased prices due to decreased competition?
Go/No Go Decision
Sales especially vulnerable area to
UNETHICAL behavior?
The contingencies:
-Negative reinforcement in-place for
making sales
-Positive reinforcement for making sales. (Units sold) - RESULTS
- In addition there is a Preference for smaller more immediate rewards as opposed to larger rewards
delivered later (discounting)
Conditions not unique to sales
Unethical contingency
Example: Completing reports for an
audit. The reports are only accessed
in the unlikely event of an audit
-No positive reinforcement to support completing the tedious reports -Very strong negative reinforcement contingencies for “finding” the reports in case of an audit
The reports may be “found” just in time for the audit
This is unethical, possibly illegal, and taxes the employees
The contingencies support results at all costs and not ethical behavior
Fix this disproportionate reinforcement allocation
“Unethical” Contingencies
Can make a company collapse
There is no guarantee that good ethical conduct will lead to success, but ____. _____ hedges bets that a company will fail in the long-term
Poor ethics
Something about a work environment
produces harm to an employee
Specifically, the process in which a stimulus is applied to a person, and the person’s
psychological/physiological response
(Beehr, Jex, & Ghosh, 2001)
This definition suggests that repeated exposure to these stimuli can adversely affect the employee
How does this relate to OBM?
A topic that has received a lot of
attention and rightly so…
occupational stress
Increased absence
Hostility
Depression
Physical illness
Increased alcohol consumption
Just a few effects of occupational
stress:
A difficult concept to quantify
Most often self-report is used
Other measures: absenteeism,
anxiety behavior, physiological
measures
Measuring Occupational Stress
Task design: shiftwork, workload,
infrequent breaks
Management: communications, lack of involvement
Relationships: adversarial relationships
Roles: unclear expectations
Job insecurity
Other unpleasant conditions: noise, crowding, equipment
What are the Stressors?
Treatment for the person
Organizational changes
By far person-based are the most
common
Common person-based treatments: Biofeedback Meditation Withdraw behavior CBT
Treat each individual
Treatments for
Occupational Stress
Why are person-based treatments so
common?
Beehr, Jex, and Ghosh (2001) name a few possibilities: Job satisfaction is up to the employee - It’s not easy to change an organization
Rare in the literature, but they are
intuitive
-why change one person at a time?
Eliminate or modify the problematic
stimuli (e.g., job-redesign
Organization-Based Treatments
Increase autonomy
Increase task variety
Increase task significance
Increase feedback
Hackman and Oldham (1980) state
several ways to decrease occupational stress:
Wait, aren’t the suggestions given by
Hackman and Oldham what we have
been talking about?
Performance feedback
Significance
Input from employees (Phillips, 1998)
OBM as Treatment
Green, Reid, Passante, and Canipe
Examined four supervisors in human service setting
Supervisor jobs were broken into tasks
Preferences for each task were assessed, and low preference task was selected for each supervisor
Preferences for the tasks increased after the changes were made
Additionally, preferences remained relatively stable for other control for other control tasks
Other Stressors?
Managers struggle with getting
performance out of their employees
and turn to methods that may harm
their employees
A return to ethics
OBM as the Optimal Management
Approach
Initial training is done quickly in a
classroom orientation
Generally are left alone if you follow the rules
Mistakes and underperformance are punished through a progressive discipline model
Top performers are promoted
Annual reviews based upon hiring date
Annual bonus is paid out if the company does well
Annual raises based on performance
Employee of the month
Managers occasionally hold pre-shift meetings
Outcome Customers wait for fitting rooms Store is cluttered New clothes are not displayed properly Long lines at the cashier Occasional cash register shortages There has not been a bonus in several years No employees have career plans that involve the store
Operations
Training-competency based ‘on-the-
floor’ model
Key pinpoints are identified (check-
out time, cleanliness, fitting room wait time, arrangement) and placed into a point system
Data are graphed and posted weekly
Refocus management to reinforcement based procedures
Annual bonus and EOM are gone
Comprehensive reinforcement program for meeting goals
What Could We Do to Help?
Mining Distribution Centers Department stores Human service industries Textile Industry Medical centers Transportation Oil companies Public schools State run institutions Hospitals Appraisal firms Customer service Construction
Other Industries OBM helps
task clarification
goal setting
public posting
feedback
reinforcement procedures
OBM: More than a Collection of
Procedures
Common interventions include:
OBM highlights the idea that behavior is what drives an organization
As such, we are not just putting procedures in to maximize performance, we are creating a work environment that promotes indices of happiness, optimal performance, fair treatment, and lasting change
We have all worked at companies
that did not not follow these procedures
An OBM work environment is focused on positive reinforcement
OBM: More than a Collection of
Procedures (continued)
They don’t know what they don’t
know
What do know is flawed or incomplete
Popular press has presented it in a simplistic or trivial way
Why Haven’t Managers and Executives
Embraced Behavior Analysis?
Behavior is the “Keystone” for…..
All organizational systems, processes and procedures depend on behavior for successful execution
Behavior is either rule-governed or contingency-shaped. Behavioral consequences are critical to both
Need to rely on consequences. Businesses still try to tell people what to do. Keep telling in anger
Strategic Success
Two increase behavior
Positive reinforcement.R+
Negative reinforcement R-
If they are doing something, they are being reinforced.
Two that decrease behavior:
- Punishment. P+. Get something you don’t want
- Penalty P- Lose something you want
Four behavioral Consequences
Positive reinforcement produces
higher rates of behavior than negative reinforcement
Negative Reinforcement will get Compliance
Discretionary Effect:
- Want to curve-Positive Reinforcement - Have to Curve-Negative Reinforcement
Some Things We Know About Behavioral Consequences (continued)
A small, immediate _____ has more impact on behavior than a large, future, and uncertain one
The Relative Power of Consequences
What is leadership aside from what we have been talking about?
The study of behavior
The behavior analyst adheres to job
commitments made to the employing organization
Guideline 6.01 Job commitments
- The behavior analyst assesses the behavior-environment interactions of the employees before designing behavior analytic programs
Guideline 6.02 Assessing employee interactions
The behavior analyst implements or consults on behavior management programs for which the behavior analysis has been adequately prepared
See Code 2.01 Accepting clients
Guideline 6.03 Preparing for consultation
The behavior analyst develops interventions that benefit the employees as well as management
See Code 2.02 Responsibility
Guideline 6.04 Employees’ interventions
Occurs independent of management naturally, everyday
Always works
Increases the behavior that is occurring when you get it
Positive Reinforcement
- Employee of the Month
- Setting Stretch Goals
- Annual Performance Appraisal
- Ranking Employees, Offices and Plants
- Rewarding Things a Dead Man Can Do
- Salary and Hourly Pay
- You did a good job, but…
- Using the Sandwich Method of Correcting
- Yelling and Screaming and other forms of public
criticism - The Budget Process
- Promoting People That No One Likes
- Downsizing
- Mergers and Acquisitions and other forms of
Reorganizing
13 Management Practices that Waste
Time and Money
At most one person is affected
Social consequences: Person receiving may not want it
Not available to everyone that is performing well
More is not better
Employee of the Month
Unreachable target
Violates how goals work
Causes extinction
Use shaping goals instead
Reinforce small improvements
• “Many mini goals
Stretch Goals
Allocation of scores is on a curve
Most will fall in the middle
Pits one employee against another
Only certain number of individuals can
have top score
Not immediate
Not accessible to everyone
Annual Performance Appraisal
Creates competition
-Compete to be “#1”, or to avoid being at the bottom
Individuals unlikely to share information or
techniques
Like being graded on a curve
Eliminate adjectives like “first,” “best,” most,” etc…
Instead identify what individuals need to do to be better
Ranking Employees, Offices, and
Plants
If a dead person can do it perfectly, it will not solve your problem.
Example:
Dead man goal: “Zero defects is our goal” Better: “Produce defect-free products”. Requires action
Dead man’s test, Ogden Lindsley
Bill Abernathy’s, Sin of Wages
-“Show-up” pay”.
Alternative: Performance-based pay
Get paid according to what is done/produced
Alice Dickenson: Performance-based
component in addition to salary/hourly pay
e.g., contingent bonuses
Salary and Hourly Pay
Supervisors try to positively reinforce
but fail because they qualify it .ex., You did a good job, but…”
Instead:.. If someone is doing a good job, provide praise. Come back at a later time to give constructive feedback
Constructive feedback/praise
Most common form of correcting behavior management is taught
- constructive feedback is sandwiched”between praise
- Not supported by data
Instead:
-Provide constructive feedback separately
- At a future time, when improvement in
behavior is witnessed, intervene and praise
Sandwich method
State hospital volunteer program
Budget surpluses given to those who
overspent their budget
Budget reduced following year
Instead:
Give more to those who meet budget goals
Reward those who do more with less
Example of a typical budget process
Often promotion based on technical
skills, not_____
Cannot be most efficient if you are not well liked
We don’t perform best for people we don’t like
Focus on helping people be successful
social skills
Problem is how it is done
Results in Fewer people doing the same amount of work
Fails to increase reinforcement for the people left
Best indicator of whether a company will ____is whether they have _____ before
Downsize
Mergers
Acquisitions
Other Forms of Reorganization
Ex: Example: Go to acquired company and let
them teach you something
Talk to merging companies about past complaints; use as opportunity to do better
Make it positively reinforcing to everybody in the process (both for the people being merged and those in the acquired organization)
•Use the opportunity so more people can
have more reinforcement
opportunities to reconfigure organization
The endless cycle of innovation and
imitation causes competitors to erase each other’s competitive advantages
virtually as fast as they can be created….
One area of differentiation, however, is difficult to copy, even when competitors have benchmarked your company and learned your best practices
That area is behavior. Behavioral differentiation is difficult to copy because it requires more skill and will than many companies possess—even
when they know what you are doing!”
On Competitive Advantage
Winning Behavior
Bacon & Pugh.”
“To put it simply and starkly: If you don’t get the people process right, you will never fulfill the potential of your business.”
Execution: The Discipline of Getting Things Done
Larry Bossidy
Regard to Performance Improvement Process
- PINPOINT
- MEASURE
- FEEDBACK
- REINFORCE
- EVALUATE
Five step of behavior change process
:1. What is the business case for achieving an outcome?
• E.g., customer service, cost, revenue
- What do people have to do to make that happen?
Example:
MRSA” (Methicillin-resistant Staphylococcus
aureus), a life-threatening staph infection and
hand washing in hospitals
Pinpoint two things
Everything can (and is) being measured! Why?
See five step behavior change process
to help performer get more
reinforcement
Two possible problems:
- Pinpointed wrong behavior
- Don’t have a reinforcer
Example:
Did the behavior change?
• If so, reinforcement was present, pinpointed the wrong behavior
If Business Case Hasn’t Changed
Science Begins Where Common Sense Ends. “The most poignant discovery in
science comes when one suddenly sees the truth that was open to view all the time.”
Raymond A. Dart
Archeologist
(See chart)Exponential Discounting - Economists do in terms of predicting the value of money over time.
Exponential Discount
Delay discount?
The want to/have to curve. (See chart)
(Negative reinforcement- People do enough to escape punishment)
Once you get to level of avoiding punishment, nothing to motivate you to do more.
Least effective Consequences:
- Positive Future Uncertain ie, bonus, promotion - Negative Future Uncertain
Most effective Consequences:
- Positive Immediate Certain - Negative Immediate Certain
Discretionary Effort -!Oops
(See chart)
Find a way to deliver Consequence as close to bx as possible.
-Use Shaping
Systems, processes and mangers bx’s, are responsive to Immediate Consequences that are positive over time.
Building Lasting Consequences
Behavior analysts familiar with. Measures impulsivity. Delay reinforcement.
Hyperbolic Discounting:
Preference for smaller more immediate
rewards as opposed to larger rewards
delivered later
Reinforcement looses its value over time.
Keep the mission in mind
Matching law, allocation of reinforcers
Involve employees in goal customization, training
Employees with histories of making shifts will likely transition well
Initiative
Seeking employment input
Generating new ideas, variety of ideas
Reinforce behavior not results
Creativity
Refers to behaviorist, practices, and decisions that address three fundamental questions:
What is the right thing to do?
What is worth doing?
What does it mean to be a good behavior analyst?
Ethics
Ethics determined by employee behavior
Exclusive focus on RESULTS may result in Unethical behavior
OBM focus on positive reinforcement and observable behavior, therefore we are focused on improvement
Ethics in organization
Job commitments 1.04
Assessing employee interactions 3.01
Preparing for a consultation 2.01
Employee interventions 2.01
Ethics in organizations
We for us to participate satisfaction with intervention
We need to find a balance between improving employee welfare and improving performance
- Use positive Reinforcement
- Help improve management techniques
Social validity an employee value
REQUIRED
Prevents surprise to employees
Voluntariness
- Permission
- Right to withdraw consent
Information
-Detailed explanation
Capacity
-Capable of making decision in absence of duress
Informed consent
Conflicts with the organization
- Add value
- Validated practice
- Collaboration
- Continuous improvement
- Integrity
- Uphold confidentiality
ISP code of ethics six guiding principles
Externalities
Greater good of society
Consider culture
Moral nudging
OBM and society
Rodriquez 2011 used all of the following interventions except
Score cards
Group level rewards
Weekly meetings with goals
Lottery system
Lottery system
Employees will discount larger, future, and certain consequences for….
Smaller, Immediate, Certain ones
Oops by Aubrey Daniels
Person receiving award may not want it
Only rewards one person
Also applies to type and number
Employee of the month
Oops, by Aubrey Daniels
Allocating scores in curve
Employees pitted against each other
Not all employees can score well
Annual Performance Appraisal
Oops by Aubrey Daniels
Creates unnecessary competition
Instead, teach employees to do better
Ranking
Oops By Aubrey Daniels
Rewarding things a dead man can do
-If a dead man can do it, it’s not….
Behavior
-Focus on actions
Time-based schedules
Rewards for showing up
Salary and hourly pay
-Instead consider pay based performance
Praise decreases in value
Separate the two
Providing Praise followed by corrective feedback
Surplus given to all
Budget reduced regardless
Instead reward those who do more with less
The Budget Process
Goomas 2012 Addressed mistakes and filling orders at distribution centers by
Individualized feedback
Score cards, weekly meetings, and traininFa
Change to automated equipment
Group level rewards
Change to automated equipment
Validate a practice in LBM includes all of the following except
Data based decisions
Objectivity
Keeping up with technologic advancements
Stretch goals
Stretch goals
Treatment to occupational stress includes ____. -based Treatments
Person
To evoke behavior in employees leaders must follow-through on
Contingencies
When deciding went to work with an organization and went to differ, take into account…
Novel problems,
if there is a large scope
project type
It occurs independent of management naturally, every day.
Always works
Increases the behavior that is occurring when you get it
Positive reinforcement
