Handbook of Organizational Performance: Behavior Analysis and Management

✍ Scribed by William K Redmon, Thomas C Mawhinney, Carl Merle Johnson

• Publisher: Routledge
• Year: 2001
• Tongue: English
• Leaves: 497
• Edition: 1
• Category: Library

✦ Synopsis

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

Handbook of Organizational Performance Behavior Analysis and Management
Copyright
Contents
About the Editors
Contributors
Foreword
Acknowledgments
Part I: Foundations
Chapter 1. Introduction to Organizational Performance: Behavior Analysis and Management
Recurring Themes in 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, 1971-1994: 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 Conclusion
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
Current Approaches to Dealing with Safety
Reasons for Unsafe Performance
The Safe Performance Model
Summary and Conclusion
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?
OBM and OD: Potential for Reciprocation
Paths to Reconciliation
Summary and Conclusion
Chapter 15. Social Learning Analysis of Behavioral Management
Behavioral Theories
Cognitive Theories
Convergence and Divergence of the Behavioral and Cognitive Models
Social Learning Theory
Basic Research on SLT
An SLT Model and Framework for Behavioral Management
Applied SLT Research Relevant to Behavioral Management
Conclusions and Implications
Chapter 16. Ethics and Behavior Analysis in Management
What Are Ethical Principles?
Why Would Organizational Behavior Management Raise Ethical Concerns?
Conclusion: OBM and Ethics
Chapter 17. Organizational Culture and Behavioral Systems Analysis
Overview
Theoretical Models of Organizational Culture
Organizational Cultures: A Behavioral View
Behavioral Systems Models
Examples of Cultural Change Via Systems Analysis
Maintenance of Effective Cultural Practices
Summary
Epilogue
Index