Behavioral Management and Task Performance in Organizations: Conceptual Background, Meta- Analysis, and Test of Alternative Models Alexander D
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Emerging Positive Organizational Behavior
University of Nebraska - Lincoln DigitalCommons@University of Nebraska - Lincoln Leadership Institute Faculty Publications Leadership Institute 6-2007 Emerging Positive Organizational Behavior Fred Luthans University of Nebraska - Lincoln, [email protected] Carolyn M. Youssef Bellevue University, [email protected] Follow this and additional works at: https://digitalcommons.unl.edu/leadershipfacpub Part of the Management Sciences and Quantitative Methods Commons Luthans, Fred and Youssef, Carolyn M., "Emerging Positive Organizational Behavior" (2007). Leadership Institute Faculty Publications. 8. https://digitalcommons.unl.edu/leadershipfacpub/8 This Article is brought to you for free and open access by the Leadership Institute at DigitalCommons@University of Nebraska - Lincoln. It has been accepted for inclusion in Leadership Institute Faculty Publications by an authorized administrator of DigitalCommons@University of Nebraska - Lincoln. Published in Journal of Management 33:3 (June 2007), pp. 321-349; doi: 10.1177/0149206307300814 Copyright © 2007 Southern Management Association; published by Sage Publications. Used by permission. Emerging Positive Organizational Behavior Fred Luthans Department of Management, Gallup Leadership Institute, University of Nebraska–Lincoln, Lincoln, NE 68588-0491 Corresponding author: tel 402 472-2324, fax 402 472-5855, email [email protected] Carolyn M. Youssef College of Business, Bellevue University, 1000 Galvin Road South, Bellevue, NE 68005-3098 Abstract Although the value of positivity has -
A Human Resource Development Performance Improvement Model for Workers with Mental Retardation in Supported Employment
172 A Human Resource Development Performance Improvement Model for Workers with Mental Retardation in Supported Employment Sandra Fornes, Howard Rosenberg, Tonette S. Rocco, and Jo Gallagher Florida International University This literature review discusses the factors for successful job retention of adult workers with mental retardation (MR) including external factors related to work environments and internal issues of the individual worker. Through the synthesis of the literature, a performance improvement model for supported employment (SE) is discussed based on Holton’s HRD/PI theory. Keywords: Job Retention, Job Performance, Workforce Development Among the 54 million adults with disabilities in the United States 33 million have a severe disability and 10 million need assistance in their daily living (U.S. Department of Census, 2000). Most individuals with disabilities want to work, are capable of exceptional job performance (Bellamy, Rhodes, Mank, & Albin, 1988; Konig & Schalock, 1991) and are equal to people without disabilities in terms of productivity, turnover rates, absenteeism, and accident rates (Parent & Everson, 1986), yet over 75% of individuals with disabilities remain unemployed (U.S. Department of Census, 2000). During the 1970s societal perspectives of disability underwent considerable changes including: (a) deinstitutionalization – the process of moving individuals with disabilities out of institutions into society; (b) mainstreaming – the process of moving children with disabilities out of segregated special schools into regular schools in the least restrictive environments with their non-disabled peers; and (c) normalization – the process of making the life and environment of individuals with disabilities as normal as possible (Pagliano, 2001). A number of legislative initiatives illustrate this changes and the role of people with MR in our society. -
A Proposed New Program Perspective and Curriculum for Organizational Behavior Management
Cambridge Center for Behavioral Studies, Inc. Copyright ©1997-2010 A Proposed New Program Perspective and Curriculum for Organizational Behavior Management William B. Abernathy, Ph.D., Abernathy & Associates Dwight Harshbarger, Ph.D., Cambridge Center for Behavioral Studies Organizational Behavior Management (OBM), sometimes referred to as Performance Management (PM), is the application of applied behavior analysis to organizational employee performance improvement. The typical methodology has been to train managers and supervisors in performance management using the “ABC” model of performance. Based on the training, the manager then designs and implements an OBM “intervention” to improve employee performance. The OBM Professional Many organizations implement aspects of OBM such as performance measurement and reporting, performance management training, incentive pay, and performance improvement techniques. These applications, however, are seldom based on applied behavior analysis principles. Traditionally, consulting firms have implemented formal OBM applications. Due to the limited number of such firms, the applications of OBM remain relatively insignificant in number - even though organizational interest is increasing exponentially. To meet this need, what is needed is the definition of a new job role and academic programs that provide the skills and knowledge necessary to meet the new job requirements. OBM - A Stepchild OBM is essentially a stepchild of applied behavior analysis. In most cases, OBM relies on a “therapist- patient” clinical methodology borrowed from applied behavior analysis. This methodology can be traced to the “scientist-practitioner” role advanced by the Boulder Model of clinical training nearly 40 years ago. A behavior analyst-consultant trains managers in OBM techniques. Managers (therapists) then develop and apply an “intervention” to improve employees' (patients') performance. -
The Guide to Good Governance for Hospital Boards
The Guide to Good Governance for Hospital Boards The Guide to Good Governance for Hospital Boards December 2009 Center for Healthcare Governance One North Franklin Chicago, IL 60606 Phone: (888) 540-61111 www.americangovernance.com ©2009 Center for Healthcare Governance 2 The Guide to Good Governance for Hospital Boards | Center for Healthcare Governance Table of Contents About the Authors ........................................................................................................................................4 Acknowledgements .......................................................................................................................................4 Introduction to the Guide.............................................................................................................................5 Chapter 1: Corporate Governance and the Duties of Hospital Board Members ...........................................6 Chapter 2: What is the Board’s Governance Role? .....................................................................................35 Chapter 3: The Board’s Role in Credentialing Physicians...........................................................................48 Chapter 4: The Board’s Role in Strategic Planning ....................................................................................50 Chapter 5: The Board’s Role in Performance Oversight and Measurement ................................................60 Chapter 6: The Board’s Role in CEO Evaluation.......................................................................................67 -
An Exploration on the Use of Gilbert‟S Behavior Engineering Model to Identify Barriers to Technology Integration in a Public School Charles L
An Exploration on the Use of Gilbert‟s Behavior Engineering Model to Identify Barriers to Technology Integration in a Public School Charles L. King, Jr. Dissertation submitted to the faculty of the Virginia Polytechnic Institute and State University in partial fulfillment of the requirements for the degree of Doctor of Education In Curriculum and Instruction Instructional Design and Technology Katherine Cennamo, Chair John K. Burton Michael M. Evans Barbara B. Lockee October 14, 2013 Blacksburg, VA Copyright 2013 An Exploration on the Use of Gilbert‟s Behavior Engineering Model to Identify Barriers to Technology Integration in a Public School Charles L. King, Jr. ABSTRACT Barriers to technology integration are not a new phenomenon for educators, however resolving the issues surrounding the barriers necessitates the use of appropriate methods to accurately identify them. The purpose of this study is to investigate (a) whether or not Gilbert's Behavioral Engineering Model is an appropriate instrument for identifying barriers to technology integration in an educational setting, particularly a public school and (b) can Gilbert‟s Behavioral Engineering model be used in a public school to identify barriers to technology integration. The research and design methods were conducted in two phases. In Phase I, a model usability study was conducted through an online Cause Analysis survey based on Chevalier's updated model. The survey was administered to 80 teachers and four administrators in a public school. In phase II, two expert reviewers validated the process used to implement the Behavior Engineering Model. The data from the Cause Analysis indicated that participants believed there was a lack of financial and non-financial incentives for integrating technology and that the management and reporting system did not adequately track the use of technology. -
Effective Use of Performance Improvement Plans
EFFECTIVE USE OF PERFORMANCE IMPROVEMENT PLANS SUSANJASON SAPP YUNGTUM/TARA STINGLEY 1 WHAT COMES BEFORE A PERFORMANCE IMPROVEMENT PLAN? • Documentation of the problems leading up to the PIP • That documentation should be factual, objective and detailed and should include: oDates, description of performance issues, description of expected performance, and detailed description of actual performance. If specific rules have been violated, they should be included. Disciplinary sanctions should be specifically stated and the employee should be warned that any future conduct of this nature will result in disciplinary action, up to and including termination. oHave a conversation with the employee. Conduct a candid, in-person conference with the employee so he or she knows your point of view and has an opportunity to acknowledge the problem or explain why they disagree. Make sure to listen. Explain how the behavior affects the workplace as a whole. 2 WHEN TO USE A PERFORMANCE IMPROVEMENT PLAN? •For cause employment •At-will employment •Reality is . •Protected class membership, whistle- blowing, FMLA leave, protected activity, workers comp claim, etc. INTRODUCTORY LANGUAGE BASIC The purpose of this document is to identify performance deficiencies and provide a clear and concise mechanism for improving performance to a standard which meets expectations. A review with _____________________ will occur on May _ 2018, to evaluate the progress. Should it be determined that the overall performance continues at a level which does not meet our expectations, your employment will be terminated. If your performance has improved and your employment continues, please understand that our expectations will not change after the completion of the one month period and the outlined performance standards listed will continue to be expected throughout your employment. -
Performance Improvement and Progressive Discipline Guide
PPeerrffoorrmmaannccee IImmpprroovveemmeenntt && PPrrooggrreessssiivvee DDiisscciipplliinnee A Human Resources Guide Department of Human Resources Learn… Grow… Lead… Excel The Manager’s Toolbox Committed to Excellence 1 Progressive Discipline TABLE OF CONTENTS SECTION ONE: Guide to Progressive Discipline How to Use This Guide ................................................................................................. 4 Introduction ................................................................................................................... 6 Performance Management vs. Progressive Discipline ............................................... 7 Using Performance Improvement Plans (PIPs) .......................................................... 9 Developing and Implementing a Performance Improvement Plan (PIP) ................... 10 The Progressive Discipline Process .......................................................................... 11 Rights and Standards in Applying Progressive Discipline ........................................ 11 Conducting Investigative Meetings ...................................................................... 12 Just Cause Standards ......................................................................................... 13 Weingarten Rights ............................................................................................... 14 Verbal Reprimand ................................................................................................... 15 Written Reprimand ................................................................................................. -
Positive Organizational Behavior in the Workplace: the Impact of Hope, Optimism, and Resilience
University of Nebraska - Lincoln DigitalCommons@University of Nebraska - Lincoln Management Department Faculty Publications Management Department 10-2007 Positive Organizational Behavior in the Workplace: The Impact of Hope, Optimism, and Resilience Carolyn M. Youssef Bellevue University, [email protected] Fred Luthans University of Nebraska - Lincoln, [email protected] Follow this and additional works at: https://digitalcommons.unl.edu/managementfacpub Part of the Management Sciences and Quantitative Methods Commons Youssef, Carolyn M. and Luthans, Fred, "Positive Organizational Behavior in the Workplace: The Impact of Hope, Optimism, and Resilience" (2007). Management Department Faculty Publications. 36. https://digitalcommons.unl.edu/managementfacpub/36 This Article is brought to you for free and open access by the Management Department at DigitalCommons@University of Nebraska - Lincoln. It has been accepted for inclusion in Management Department Faculty Publications by an authorized administrator of DigitalCommons@University of Nebraska - Lincoln. Published in Journal of Management 33:5 (October 2007), pp. 774-800; doi: 10.1177/0149206307305562 Copyright © 2007 Southern Management Association; published by Sage Publications. Used by permission. Positive Organizational Behavior in the Workplace: The Impact of Hope, Optimism, and Resilience Carolyn M. Youssef College of Business, Bellevue University 1000 Galvin Road South, Bellevue, NE 68005-3098; Corresponding author — tel 402 557-7565, fax 402 557-5414, email [email protected] Fred Luthans Department of Management, Gallup Leadership Institute, University of Nebraska–Lincoln, Lincoln, NE 68588-0491 Abstract Drawing from the foundation of positive psychology and the recently emerging positive organi- zational behavior, two studies (N = 1,032 and N = 232) test hypotheses on the impact that the se- lected positive psychological resource capacities of hope, optimism, and resilience have on desired work-related employee outcomes. -
Journal of Management
Journal of Management http://jom.sagepub.com Emerging Positive Organizational Behavior Fred Luthans and Carolyn M. Youssef Journal of Management 2007; 33; 321 DOI: 10.1177/0149206307300814 The online version of this article can be found at: http://jom.sagepub.com/cgi/content/abstract/33/3/321 Published by: http://www.sagepublications.com On behalf of: Southern Management Association Additional services and information for Journal of Management can be found at: Email Alerts: http://jom.sagepub.com/cgi/alerts Subscriptions: http://jom.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav Citations (this article cites 150 articles hosted on the SAGE Journals Online and HighWire Press platforms): http://jom.sagepub.com/cgi/content/refs/33/3/321 Downloaded from http://jom.sagepub.com at CLAREMONT COLLEGE on April 13, 2008 © 2007 Southern Management Association. All rights reserved. Not for commercial use or unauthorized distribution. Emerging Positive Organizational Behavior Fred Luthans* Department of Management, Gallup Leadership Institute, University of Nebraska, Lincoln, NE 68588-0491 Carolyn M. Youssef College of Business, Bellevue University, 1000 Galvin Road South, Bellevue, NE 68005-3098 Although the value of positivity has been assumed over the years, only recently has it become a major focus area for theory building, research, and application in psychology and now organi- zational behavior. This review article examines, in turn, selected representative positive traits (Big Five personality, core self-evaluations, and character strengths and virtues), positive state- like psychological resource capacities (efficacy, hope, optimism, resiliency, and psychological capital), positive organizations (drawn from positive organization scholarship), and positive behaviors (organizational citizenship and courageous principled action). -
The Development and Validation of a New Pre-Shot Routine Model for Golf
THE DEVELOPMENT AND VALIDATION OF A NEW PRE-SHOT ROUTINE MODEL FOR GOLF A Dissertation Submitted to the Graduate Faculty of the North Dakota State University of Agriculture and Applied Science By Paul Arthur Christianson In Partial Fulfillment of the Requirements for the Degree of DOCTOR OF PHILOSOPHY Major Program: Education September 2020 Fargo, North Dakota North Dakota State University Graduate School Title THE DEVELOPMENT AND VALIDATION OF A NEW PRE-SHOT ROUTINE MODEL FOR GOLF By Paul Arthur Christianson The Supervisory Committee certifies that this disquisition complies with North Dakota State University’s regulations and meets the accepted standards for the degree of DOCTOR OF PHILOSOPHY SUPERVISORY COMMITTEE: Brent Hill Chair Joe Deutsch Brad Strand Gregory Carlson Approved: 10/08/2020 Chris M. Ray Date Department Chair ABSTRACT The purpose of this study was to gain a better understanding of the past research that has been conducted to date on pre-shot routines in golf via a thorough review of the literature. A historical review is presented in a chronological order of research studies that have been conducted pertaining to pre-shot routines in golf over the last 40 years. From this review, the STOP S.L.O.W. GO Pre-Shot Routine Model for Golf was developed and assessed amongst college golf coaches in the United States. A total of 36 college golf coaches working at the NCAA Division I level participated in a two-round Delphi study to validate the usefulness and future utility of the STOP S.L.O.W. GO Pre-Shot Routine Model for Golf. -
Competency Definitions, Example Behaviors & Rating Scales
Competency Definitions, Example Behaviors & Rating Scales For Performance Management Emory University Table of Contents Definitions ...................................................................... 3 Building Trust Non-Manager ...................................................... 5 Supervisor & Manager ........................................ 6 Collaboration Non-Manager ...................................................... 7 Supervisor & Manager ........................................ 8 Communication Non-Manager ...................................................... 9 Supervisor & Manager ...................................... 10 Delivering Results Non-Manager .................................................... 11 Supervisor & Manager ...................................... 12 Problem Solving Non-Manager .................................................... 13 Supervisor & Manager ...................................... 14 Taking Initiative Non-Manager .................................................... 15 Supervisor & Manager ...................................... 16 Functional Knowledge and Skills Non-Manager .................................................... 17 Supervisor & Manager ...................................... 18 Service to Others/Customer Focus Non-Manager .................................................... 19 Supervisor & Manager ...................................... 20 Rating Scales Competency ..................................................... 21 Overall ............................................................. -
A Systematic Approach to Human Performance Improvement in Nuclear Power Plants
IAEA-TECDOC-1204 A systematic approach to human performance improvement in nuclear power plants: Training solutions March 2001 The originating Section of this publication in the IAEA was: Nuclear Power Engineering Section International Atomic Energy Agency Wagramer Strasse 5 P.O. Box 100 A-1400 Vienna, Austria A SYSTEMATIC APPROACH TO HUMAN PERFORMANCE IMPROVEMENT IN NUCLEAR POWER PLANTS: TRAINING SOLUTIONS IAEA, VIENNA, 2001 IAEA-TECDOC-1204 ISSN 1011–4289 © IAEA, 2001 Printed by the IAEA in Austria March 2001 FOREWORD In 1996, the IAEA published Technical Reports Series No. 380, Nuclear Power Plant Personnel Training and its Evaluation: A Guidebook. That publication provides guidance with respect to development, implementation and evaluation of training programmes for all NPP personnel. The IAEA International Working Group on Training and Qualification of Nuclear Power Plant Personnel recommended that an additional publication be prepared that provided further details concerning the training of NPP personnel on non-technical or soft skills. This report has been prepared in response to that recommendation. In the past, much of the focus of formal NPP training and development programmes was on the technical skills of NPP personnel, particularly those of control room operators. The environment in which NPPs operate is continually changing; placing new demands on NPP personnel to work more efficiently and effectively while continuing to maintain the high levels of safety required of NPPs. In this report, an integrated approach that considers training along with other ways to achieve desired levels of human performance is suggested. The IAEA wishes to thank all participants and their Member States for their valuable contributions.