|OBM Poster Session|
|Friday, September 2, 2022|
|5:45 PM–7:45 PM |
|Ground Level; Forum|
Self-Monitoring and Staff Performance: A Review of the Literature in the Journal of Organizational Behavior Management
|Area: OBM; Domain: Theory|
|REBECCA GONZALES (The Chicago School of Professional Psychology ), Sara Lalani (Broward Children's Center), Tyler Re (The Chicago School of Professional Psychology), Laura Kruse (Affiliation One; First Leap LLC, Affiliation Two; The Chicago School of Professional Psychology ), Julie A. Ackerlund Brandt (The Chicago School of Professional Psychology )|
Self-monitoring is a process that involves recording data on one’s own behavior. This intervention has shown to be effective in the organizational behavior management research as a behavior change agent for staff performance. This review paper evaluates the research and the trends in the self-monitoring literature that has been published in The Journal of Organizational Behavior Management (JOBM) from 1977-2021. This is the first review of the self-monitoring literature since 2008 (Olson & Winchester) and the first to look solely at the research in JOBM. An initial search of the self-monitoring literature yielded 148 results. Only 10 of those articles met the inclusion criteria outlined in this paper. For each of the included articles, the authors evaluated the following variables: the environment where the study took place, additional interventions used with self-monitoring, the dependent variable(s), training provided on self-monitoring procedures, reliability measures, experimental design, social validity measures, and effectiveness. While all of the articles reviewed demonstrated that self-monitoring was effective, the trends identified for the other variables this paper evaluated provide a guide for future areas of research.
Influence of Pliance and Tracking on Go/No-Go Decision Making in Australian Anaesthetists
|Area: OBM; Domain: Applied Research|
|DAVID GILLESPIE (Southern Cross University), Stephen Provost (Southern Cross University), John Hurley (Southern Cross University)|
Healthcare must provide safe and effective treatment while being cost effective and ethical in its delivery. Anaesthesia is particularly prone to production pressure, which can lead to compromises in patient safety through risky decision making. Anaesthetists (N = 192) completed an electronic survey asking whether they would proceed with surgery in 11 scenarios involving a violation of a standard or practice guideline. The percentage of anaesthetists who would have proceeded ranged from less than 10% to more than 90% across the scenarios. Likelihood to proceed and confidence was influenced by gender, age and level of expertise. Although not originally designed to investigate rule-governed behaviour, evidence for the influence of pliance and tracking was found in the explanations which participants provided for their decisions. For example, tracking was evident when participants noted that they previously had no problems despite the absence of a “critical” piece of equipment. Pliance was evident, for example, in the importance participants placed on the professional regard with which they were held by other anaesthetists. These data provide insight regarding educative processes that might be most likely to increase adherence to standards and guidelines, thus improving the safety and effectiveness of anaesthetics and healthcare delivery more widely.
Safety Leadership Training: A Randomized Controlled Trial
|Area: OBM; Domain: Applied Research|
|AMANDA SAMUELSSON (Gothenburg University), Martin Grill (Department of Psychology, University of Gothenburg, Gothenburg, Sweden), Pernilla Larsman (Gothenburg University), Max Rapp Rapp-Ricciardi (Gothenburg University), Christine Raisanen (Chalmers University of Technology)|
Occupational accidents worldwide cause approximately 300 000 fatalities annually (1). One of the economic sectors most affected by occupational accidents is the construction industry, accounting for more than 20% of all occupational fatalities in Europe (2). Randomized controlled studies in naturalistic settings are warranted to understand how safety-leadership practices can be advanced within the construction industry (3). A randomized controlled study was undertaken to assess how construction site managers can advance their safety-leadership behaviors through an individually tailored leadership training program grounded on operant behavioral learning. Construction site managers (n=68) were recruited and randomly assigned to control group or intervention group. The manager’s leadership behaviors were assessed pre- and post-training by their subordinate foremen (n=92) and workers (n=109) using questionnaire scales measuring feedback, safety-specific feedback, antecedent listening, and consequential listening. To evaluate the effect of the training on leadership behaviors, multilevel modeling (MLM) is currently being performed. The main fixed effects for measurement time (pre- and post-training), experimental condition (experimental and control group), and interaction between time and experimental condition will be estimated for each dependent variable. The results will be reported in Table 1 (attached). This study expands our knowledge of how to train managers in operant safety-leadership behaviors.
|63. Behavioural Contract as an Anti-Corruption Measure.|
|Area: OBM; Domain: Theory|
|TETE KOBLA AGBOTA (Oslo Metropolitan University)|
|Abstract: An employment contract specifies the reinforcement relations between an employee and an employer. This study examines the impacts of an explicit disclosure of an anti-corruption policy in employment contracts on accepting or soliciting bribes. Baseline: participants indicated on a 7-point Likert scale to what degree they agree with statements concerning receiving or demanding informal payment while exercising administrative authority. Treatment: The control group (30 participants) read and signed an employment contract without an anti-corruption behavioral contract. Experimental group 1 (30 participants), read and signed an employment contract with an anti-corruption behavior code of conduct. Experimental group 2 (30 participants) answered survey questions (a post-experiment procedure for all participants) on anti-corruption measures before reading and signing an employment contract with an anti-corruption behavior code of conduct. Participants indicated on a 7-point Likert scale to what degree they agree with statements regarding receiving or soliciting informal payments while exercising administrative authority. Results suggest that drawing attention to what constitutes corrupt behaviour (motivating operation), could encourage compliance behaviour. Thus, the reinforcement relations stipulated in the anti-corruption behavioural contract may reduce integrity violation behaviour. Human resource practices ought to focus on anti-corruption during the recruitment.|
|64. Supporting New Behavior Analysts in Practice|
|Area: OBM; Domain: Service Delivery|
|SUSAN AINSLEIGH (Bay Path University), Sara Silsilah (Dar Al Hekma University)|
|Abstract: It has been reported that a large percentage of certified behavior analysts who are delivering behavior analytic services have been credentialed for 5 years or less. The majority of these practitioners provide services to individuals with developmental disabilities, learning challenges, or autism spectrum disorders. Such positions require clinical or educational decision-making with varied populations and interdisciplinary collaboration that may be challenging for the less experienced behavior analyst. Newly credentialed behavior analysts may have more intensive supervision needs and organizations hiring behavior analysts need to be prepared to support such individuals as they gain confidence in the field. This presentation summarizes information gathered via survey of managers, seasoned behavior analysts, and newly certified practitioners within and outside the United States, as well as from varied job descriptions of behavior analytic positions. The goal of the presentation is to synthesize and summarize information about the needs of the newly certified behavior analyst and to propose supports for analysts entering the field.|