Handbook of Organizational Performance: Behavior Analysis and Management

by Redmon; William K

• ISBN13: 9780789010872
• ISBN10: 0789010879
• Edition: 1st
• Format: Nonspecific Binding
• Copyright: 2001-05-10
• Publisher: Routledge

Summary

Capitalize on the principles of psychology to develop more effective leadership! Whether you work in a smokestack industry, the service sector, or a high-tech information-based business, the basic principles of industrial/organizational psychology you will find in The Handbook of Organizational Performance can help you obtain better performance from your employees. This comprehensive volume contains all the information you need to understand on-the-job behavior and effectively manage your employees. The Handbook of Organizational Performance gives you the tools and techniques you need to reward positive employee behaviors and correct undesirable ones before they become destructive habits. Using the principles of industrial/organizational psychology, you will learn how to train employees, how to determine criteria for performance appraisals, and how to establish leadership in the workplace. The Handbook of Organizational Performance is a comprehensive guide to all areas of management, including: designing more effective training managing occupational stress using "pay-for-performance" plans reducing job-related injury and illness taking an active role in occupational safety encouraging business ethics With its clear structure and helpful charts, tables, and figures, The Handbook of Organizational Performance is an indispensable management tool and an essential text for students of business.

Table of Contents

About the Editors	xi
Contributors	xiii
Foreword	xv
Aubrey C. Daniels
Acknowledgments	xix
PART I: FOUNDATIONS
Introduction to Organizational Performance: Behavior Analysis and Management	3	(20)
C. Merle Johnson
Thomas C. Mawhinney
William K. Redmon
Recurring Themes in OBM Research Literature	7	(11)
Conclusion	18	(5)
Principles of Learning: Respondent and Operant Conditioning and Human Behavior	23	(28)
Alan Poling
Diane Braatz
Respondent Conditioning	24	(2)
Operant Conditioning	26	(14)
Verbal Behavior	40	(1)
Rule-Governed Behavior	41	(3)
Concluding Comments	44	(7)
Developing Performance Appraisals: Criteria for What and How Performance Is Measured	51	(30)
Judith L. Komaki
Michelle Reynard Minnich
Problems with What to Appriase	52	(3)
The ``How'' Issues in Performance Appraisal	55	(3)
What Can Be Done to Improve Content and Method?	58	(4)
New Criteria for Criteria	62	(5)
Identifying What Should Be Appraised	67	(14)
Within-Group Research Designs: Going Beyond Program Evaluation Questions	81	(58)
Judith L. Komaki
Sonia M. Goltz
Scientific Method: Matching Research Questions and Designs	82	(4)
Drawing Inferences with Confidence	86	(6)
Within-Group Designs	92	(1)
Answering Program Evaluation Questions Using Within-Group Designs	93	(16)
Assessing Trends Over Time Using Within-Group Designs	109	(3)
Problems Using Within-Group Designs to Address Comparison Questions	112	(7)
Assessing Impact of Multiple Treatments: Alternatives to Asking Comparison Questions	119	(4)
Within-Group Designs in Perspective	123	(16)
Schedules of Reinforcement in Organizational Performance, 1971-1994: Application, Analysis, and Synthesis	139	(30)
Donald A. Hantula
The Basic Importance of Schedules	140	(2)
Schedules of Reinforcement: The Basics	142	(6)
Schedules of Reinforcement: The Research	148	(7)
Application, Analysis, and Synthesis	155	(2)
Theoretical Issues and Future Directions	157	(12)
PART II: APPLICATIONS OF THE BEHAVIORAL MODEL
Training and Development in Organizations: A Review of the Organizational Behavior Management Literature	169	(22)
Richard Perlow
The Importance of Instruction	170	(1)
Training Research	170	(3)
Comparison Research	173	(3)
Training and Motivation	176	(2)
Program Development	178	(3)
Critique and Future Research Directions	181	(4)
Conclusion	185	(6)
Leadership: Behavior, Context, and Consequences	191	(34)
Thomas C. Mawhinney
A Behavior Analytic Vantage Point on Leadership	193	(1)
Selection by Consequences As a Causal Mode	193	(6)
Contiguity- and Molar Correlation-Based Laws of Effect	199	(6)
Necessary Conditions for Leadership	205	(14)
Discussion and Conclusion	219	(6)
The Management of Occupational Stress	225	(30)
Terry A. Beehr
Steve M. Jex
Papia Ghosh
Job Satisfaction	228	(2)
The Measurement of Job Stressors	230	(1)
Approaches to the Treatment of Occupational Stress	231	(2)
Treatments for Occupational Stress	233	(15)
Conclusions and Recommendations	248	(7)
Pay for Performance	255	(22)
Phillip K. Duncan
Dee Tinely Smoot
Variety of Plans	255	(2)
Behavioral Approaches to Performance-Based Pay	257	(11)
Common Elements	268	(2)
Future Research	270	(7)
The Safe Performance Approach to Preventing Job-Related Illness and Injury	277	(26)
Beth Sulzer-Azaroff
Kathleen Blake McCann
Todd C. Harris
Current Approaches to Dealing with Safety	277	(1)
Reasons for Unsafe Performance	278	(1)
The Safe Performance Model	279	(18)
Summary and Conclusion	297	(6)
Actively Caring for Occupational Safety: Extending the Performance Management Paradigm	303	(24)
E. Scott Geller
An Actively Caring Model	304	(5)
Empirical Support for the Actively Caring Model	309	(6)
Assessment of Actively Caring Factors	315	(2)
Actively Caring in Action	317	(10)
A Behavioral Approach to Sales Management	327	(20)
Mark J. Martinko
William W. Casey
Paul Fadil
Background	327	(1)
The Behavioral Sales Management Model (BSM): An Overview	328	(14)
Final Thoughts	342	(5)
PART III: PROFESSIONAL AND THEORETICAL ISSUES
Marketing Behaviorally Based Solutions	347	(20)
Leslie Wilk Braksick
Julie M. Smith
Defining Core Products/Services	347	(2)
Advertising and Promotion	349	(4)
Sales and Market Research	353	(12)
Conclusion	365	(2)
Organizational Behavior Management and Organization Development: Potential Paths to Reciprocation	367	(24)
James L. Eubanks
Definition and Comparison of OD with OBM	368	(4)
Does OD Work?	372	(1)
OBM and OD: Potential for Reciprocation	373	(8)
Paths to Reconciliation	381	(2)
Summary and Conclusion	383	(8)
Social Learning Analysis of Behavioral Management	391	(24)
Robert Waldersee
Fred Luthans
Behavioral Theories	392	(1)
Cognitive Theories	393	(2)
Convergence and Divergence of the Behavioral and Cognitive Models	395	(1)
Social Learning Theory	396	(3)
Basic Research on SLT	399	(2)
An SLT Model and Framework for Behavioral Management	401	(1)
Applied SLT Research Relevant to Behavioral Management	402	(5)
Conclusions and Implications	407	(8)
Ethics and Behavior Analysis in Management	415	(22)
Howard C. Berthold Jr.
What Are Ethical Principles?	415	(1)
Why Would Organizational Behavior Management Raise Ethical Concerns?	416	(15)
Conclusion: OBM and Ethics	431	(6)
Organizational Culture and Behavioral Systems Analysis	437	(20)
William K. Redmon
Matthew A. Mason
Overview	437	(1)
Theoretical Models of Organizational Culture	437	(2)
Organizational Cultures: A Behavioral View	439	(2)
Behavioral Systems Models	441	(9)
Examples of Cultural Change Via Systems Analysis	450	(3)
Maintenance of Effective Cultural Practices	453	(1)
Summary	453	(4)
Epilogue	457	(4)
C. Merle Johnson
Thomas C. Mawhinney
William K. Redmon
Index	461