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| Feedback, Supervision, Accountability, and Quality of Work Life (Research to Practice) |
| Saturday, May 29, 2004 |
| 4:00 PM–5:20 PM |
| Liberty B |
| Area: OBM |
| Chair: Ryan B. Olson (Santa Clara University) |
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| Improving Business Performance by Creating a "Feedback-Rich" Culture |
| Domain: Applied Research |
| WILLIAM K. REDMON (Bechtel Group, Inc.) |
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| Abstract: Recent large-scale interventions in corporate settings have focused on improving the engagement between employees and their supervisors as a means of improving business success. The most well-known of these efforts was launched by the Gallup organization and includes their Q12 assessment process. Similar customized approaches have been implemented by Chevron-Texaco, Exxon-Mobil and various other Fortune 500 companies. This presentation will (1) review the employee engagement movement, (2) summarize the range of approaches that have been applied, and (3) propose a behavioral approach to employee engagement that has been effective in large-scale applications over the past few years. Experiences in using the behavioral approach will be summarized with an eye toward best practices that can be adopted and used for maximum advantage. A case example involving one Fortune 500 company will be summarized and discussed for purposes of illustration. |
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| Engineering Accountability Within Organizations: Tools To Affect Manager Behavior |
| Domain: Applied Research |
| AMY K. HARPER (Liberty Mutual Group) |
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| Abstract: One of the most common problems in organizations is that managers and supervisors aren’t really “plugged in” to the well-being of the organization, be it from a production, quality, safety or other standpoint. They are, however, “plugged in” to something and their behavior is evidence of it. How do we get all the managers and supervisors to "clue in" to the key results the organization is trying to promote and attain? This presentation will highlight the various ways organizations align the behavior of their management and supervisory teams to support a variety of goals. We will review everything from job descriptions to performance appraisals, to incentive and reward programs, reporting, and chargeback systems. Find out how these tools are already supporting some behaviors in your organization and how to modify them to include additional behaviors not already being practiced! |
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| Beyond Performance Improvement: Implications of Motivational Theories and Concepts for Quality of Work Life Issues |
| Domain: Applied Research |
| RYAN B. OLSON (Santa Clara University) |
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| Abstract: Improving performance has been a primary goal for behavior analysts working in business and industry for over two decades, however, behaviorally and environmentally oriented motivational theories and concepts also have implications for quality of work life issues. The current project discusses the relevance of several theoretical approaches, including Cautella’s (1984, 1994) General Level of Reinforcement Theory and the concept of motivative (establishing and abolishing) operations, as developed by Michael and colleagues, to both the topics of work performance and quality of work life. Most people are interested in performing well at work, but are also interested in other variables related to happiness and contentment at work. Theoretical analyses informed by the operant paradigm can contribute to an understanding of some of those other variables, and may suggest opportunities to improve both performance and quality of work life simultaneously. |
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