Handbook of Organizational Performance Behavior Analysis and Management

• About the Contributors
• Contributors
• Foreword
• Acknowledgments
• Part I: Foundations
• Chapter 1. Introduction to Organizational Performance: Behavior Analysis and Management
• Recurring Themes in the OBM Research Literature
• Conclusion
• Chapter 2. Principles of Learning: Respondent and Operant Conditioning and Human Behavior
• Respondent Conditioning
• Operant Conditioning
• Verbal Behavior
• Rule-Governed Behavior
• Concluding Comments
• Chapter 3. Developing Performance Appraisals: Criteria for What and How Performance is Measured
• Problems with What to Appraise
• The “How” Issues in Performance Appraisal
• What Can Be Done to Improve Content and Method?
• New Criteria for Criteria
• Identifying What Should Be Appraised
• Chapter 4. Within-Group Research Designs: Going Beyond Program Evaluation Questions
• Scientific Method: Matching Research Questions and Designs
• Drawing Inferences with Confidence
• Within-Group Designs
• Answering Program Evaluation Questions Using Within-Group Designs
• Assessing Trends Over Time Using Within-Group Designs
• Problems Using Within-Group Designs to Address Comparison Questions
• Assessing Impact of Multiple Treatments: Alternatives to Asking Comparison Questions
• Within-Group Designs in Perspective
• Chapter 5. Schedules of Reinforcement in Organizational Performance: Application, Analysis, and Synthesis
• The Basic Importance of Schedules
• Schedules of Reinforcement: The Basics
• Schedules of Reinforcement: The Research
• Application, Analysis, and Synthesis
• Theoretical Issues and Future Directions
• Part II: Applications of the Behavioral Model
• Chapter 6. Training and Development in Organizations: A Review of the Organizational Behavior Management Literature
• The Importance of Instruction
• Training Research
• Comparison Research
• Training and Motivation
• Program Development
• Critique and Future Research Directions
• Conclusion
• Chapter 7. Leadership: Behavior, Context, and Consequences
• A Behavior Analytic Vantage Point on Leadership
• Selection by Consequences As a Causal Mode
• Contiguity- and Molar Correlation-Based Laws of Effect
• Necessary Conditions for Leadership
• Discussion and Conclusions
• Chapter 8. The Management of Occupational Stress
• Job Satisfaction
• The Measurement of Job Stressors
• Approaches to the Treatment of Occupational Stress
• Treatments for Occupational Stress
• Conclusions and Recommendations
• Chapter 9. Pay for Performance
• Variety of Plans
• Behavioral Approaches to Performance-Based Pay
• Common Elements
• Future Research
• Chapter 10. The Safe Performance Approach to Preventing Job-Related Illness and Injury
• Current Approaches to Dealing with Safety
• Reasons for Unsafe Performance
• The Safe Performance Model
• Summary and Conclusions
• Chapter 11. Actively Caring for Occupational Safety: Extending the Performance Management Paradigm
• An Actively Caring Model
• Empirical Support for the Actively Caring Model
• Assessment of Actively Caring Factors
• Actively Caring in Action
• Chapter 12. A Behavioral Approach to Sales Management
• Background
• The Behavioral Sales Management Model (BSM): An Overview
• Final Thoughts
• Part III: Professional and Theoretical Issues
• Chapter 13. Marketing Behaviorally Based Solutions
• Defining Core Products/Services
• Advertising and Promotion
• Sales and Market Research
• Conclusion
• Chapter 14. Organizational Behavior Management and Organization Development: Potential Paths to Reciprocation
• Definition and Comparison of OD with OBM
• Does OD Work?
• OMB and OD: Potential for Reciprocation
• Paths to Reconciliation
• Summary and Conclusions
• Chapter 15. Social Learning Analysis of Behaviora

Biography

William K Redmon, Thomas C Mawhinney, Carl Merle Johnson