Handbook of Organizational Performance

Contents

*
* 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