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| Organizational Behavior Management Applications Within Industry and Retail Settings |
| Monday, May 31, 2004 |
| 10:30 AM–11:50 AM |
| Liberty B |
| Area: OBM; Domain: Applied Research |
| Chair: Thomas E. Boyce (University of Nevada, Reno) |
| Discussant: W. Larry Williams (University of Nevada, Reno) |
| Abstract: . |
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| Evaluation of Videotape Training to Increase Service Friendliness in a Retail Setting |
| REBECCA JOHNSON (University of Nevada, Reno), Thomas E. Boyce (University of Nevada, Reno) |
| Abstract: A training intervention was used to increase the frequency of desired customer service behaviors in a retail setting. The impact of these behaviors on customer satisfaction was also evaluated. Customer service for retail selling was defined in terms of 3 behavior categories that included eye contact, greeting, and smiling (Brown & Sulzer-Azaroff, 1994). A multiple baseline design across four retail sites was used to test the training package and assess the occurrence of these behaviors for 22 employees. The intervention package included store meetings, specification of the target categories, video training that provided verbal and visual examples of each of the behaviors regarding employee performance, and a prompt in the form of a posted sign consisting of service-friendliness definitions. Satisfaction was measured as the relationship between service-friendliness behavior and customers’ and managers’ perceptions of the employees’ performance. Results suggested an overall increase in desired behaviors for store 1, store 2, store 3 and store 4 of 22%, 26%, 45% and 48%, respectively. Additionally, customers reported higher satisfaction ratings after the employees’ received training than was reported before the employees were trained. The demonstration that the trained behaviors not only improved, but also were associated with an increase in customer satisfaction has important implications for the retail industry. |
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| Assessing Preference for and Reinforcer Value of Employee versus Manager-Selected Reinforcers in an Organizational Setting |
| KRISTEN A. MAGLIERI (University of Nevada, Reno), Thomas E. Boyce (University of Nevada, Reno) |
| Abstract: Many organizational performance improvement programs involve the use of rewards (e.g., Dickinson & Poling, 1996; Sulzer-Azaroff, Loafman, Merante, & Hlavacek, 1990). Although commonly used in organizations, and consideration of employees’ preference for rewards has been suggested to lead to programs that are more effective (Daniels, 1989), there is little research demonstrating the most effective way to use or select those items used as rewards. The purpose of the present study was to extend the clinical research on preference assessment to an organizational setting by: (a) developing a structured interview to aid organizations in the identification of employee rewards, (b) assessing employee preference for those rewards by establishing employee rankings, and (c) comparing the effectiveness of a manager-selected versus an employee-selected reward during a reinforcer assessment. Data on the effectiveness of the organization-based preference assessment to increase the frequency of behavior-based safety observations among industry employees will be presented in a reversal design. |
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| Performance Diagnosis in a Sales Context |
| CHARLES R. CROWELL (University of Notre Dame) |
| Abstract: A diagnostically-driven approach to performance development will be described and illustrated in a sales context. The illustrative project to be described utilized a diagnostic process called "Performance Imaging" to capture sales-related behaviors and outcomes during interactions with customers. Observers were trained to reliably identify salesperson and customer behavior during calls and record this information in real-time using barcode technology. The barcode recording system yielded both the usual frequency data as well as sequential information regarding which behaviors preceded or followed others. From this rich observation stream, it was possible to discern overall trends in terms of the types of sales behaviors and customer reactions that were obtained, as well as to differentiate the behavioral profiles of high and average sales performers as determined by independent classifications. The way in which this information was used to prescribe sales force development regimens will be described. |
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