Use of the performance diagnostic checklist to select an intervention designed to increase the offering of promotional stamps at two sites of a restaurant franchise
ABSTRACT The performance diagnostic checklist (PDC) was administered to examine the variables influencing the offering of promotional stamps by employees at two sites of a restaurant franchise. PDC results suggested that a lack of appropriate antecedents, equipment and processes, and consequences were responsible for the deficits. Based on these results, an intervention consisting of task clarification, self-monitoring, equipment modification, goal setting, and graphic feedback was implemented and evaluated with a multiple baseline design across settings. The results for restaurant 1 yielded baseline and intervention means of 25% and 72% respectively. The results for restaurant 2 yielded baseline and intervention means of 11% and 80%, respectively. Overall, these results suggest that the PDC is a useful tool for guiding intervention selection for performance deficits which occur across more than one site.
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ABSTRACT: Workplace applications of behavioral self-monitoring (BSM) methods have been studied periodically for over 35 years, yet the literature has never been systematically reviewed. Recent occupational safety interventions including BSM resulted in relatively large behavior changes. Moreover, BSM methods are functional for addressing a broad range of occupational health psychology topics. Studies (n = 24) where workers self-monitored productivity or safety behaviors were reviewed and scored along dimensions relevant to research and practice. For intervention conditions (n = 38), standardized effect sizes ranged from 0.2 to 14.5 (weighted average d = 2.8). The results encourage the use of BSM in workplace interventions, but the literature has insufficiently addressed the isolated and additive effects of BSM, worker involvement and individual differences, assessment applications, and theory testing and development.Journal of Organizational Behavior Management 04/2008; 28(1):9-75. DOI:10.1080/01608060802006823 · 1.23 Impact Factor
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ABSTRACT: The three-contingency model of performance management (Malott, 1992, 1993, 1999) was used to analyze interventions in the Journal of Organizational Behavior Management (JOBM) from the years 1990 through 2005 (Volume 11 –Volume 25). The current article extends previous reviews (Malott, Shimamune, & Malott, 1992; Otto & Malott, 2004) by assessing how behavior analysts have applied this level of analysis in the description of interventions and the importance of this conceptual precision when describing maintaining variables. All 48 studies meeting criteria for inclusion in the current article involved indirect-acting contingencies with outcomes too delayed to reinforce the causal response. Only 17 of the 24 articles that described the performance-management contingencies described them correctly in terms of the maintaining behavioral mechanisms.Journal of Organizational Behavior Management 11/2008; 28(4):260-285. DOI:10.1080/01608060802454643 · 1.23 Impact Factor
- Industrial and Organizational Psychology 06/2011; 4(2). DOI:10.1111/j.1754-9434.2011.01325.x · 0.65 Impact Factor