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Behavioral Systems rely on valid measurement systems to manage processes and feedback and to deliver contingencies. An examination of measurement system components designed to track customer service quality of furniture delivery drivers revealed the measurement system failed to capture information it was designed to measure. A reason for this failure was an inadequate design, which resulted in sabotage of the measurement system by agents in the organization. The failure of this measurement system led to the ineffective operation of business processes and related systems. For example, a bonus pay system and a disincentive system were disabled due to the faulty measurement system. Suggestions for the development of a valid measurement system are offered. KEYWORDS measurement system, process feedback, behavioral systems analysis

The effects of task clarification, self-monitoring, and performance feedback on cleaning behaviors of 9 lifeguards in 3 performance areas (vacuuming, lobby tidying, and pool deck maintenance) were investigated using an ABA reversal design at a county swim complex. A specific task in each performance area was used as a behavioral control. Following a task clarification meeting, the percentage of closing tasks completed each night was self-monitored through ratings by lifeguards and managers. Researchers conducted independent ratings of these completed tasks after the staff had left the building. Feedback data were posted daily using line graphs that displayed the percentage of tasks completed correctly from both self-report and researchers' data. Overall performance increased from an average of 45.1% correct behaviors during baseline to an average of 76.9% during intervention then reversed to baseline during follow-up to an average performance of 45.05%. KEYWORDS self-monitoring, performance feedback, cleaning behavior

Employee-based errors result in quality defects that can often impact customer satisfaction. This study examined the effects of a process change and feedback system intervention on error rates of 3 teams of retail furniture distribution warehouse workers. Archival records of error codes were analyzed and aggregated as the measure of quality. The intervention consisted of a process change where teams of 5 employees who had previously been assigned a specific role within the process were cross-trained to know and help with other team members' functions. Additionally, these teams were given performance feedback on an immediate, daily, and weekly basis. Team d reduced mean errors from 7.47 errors per week during baseline to 3.53 errors per week during the intervention phase. Team B experienced a reduction in mean number of weekly errors from a baseline of 11.39 errors per week to 3.82 errors per week during the intervention phase. Team C did not experience significant error rate reduction. KEYWORDS cross-training, temporal feedback, process change

Under baseline conditions warehouse stockers (n = 23) could earn incentives if their team performed above the team quota of 18 cases stocked per hour. They were also subject to disciplinary action if they failed to regularly meet individual stocking quotas. In spite of these contingencies the stockers failed to receive bonus payments most of the months preceding the intervention. The intervention package included a task analysis in the form of engineered labor standards. Empirically derived time standards were combined to provide engineered standards for all stocking tasks. A specific time duration goal for each task was presented prior to execution of each task. Percent of standard time used to complete each task was then presented immediately upon completion of each task via a handheld Electronic Performance Monitoring (EPM) device. Thus, task goals and performance feedback immediately preceded and followed performance of each stocking task. Immediately upon onset of the intervention, employee performance increased and eventually averaged 4.46 cases stocked per hour per person, an increase of 24% over the baseline phase. Performance was maintained for the 10-week duration of the study. Team members received the maximum bonus of $300 per month for 9 consecutive months under the intervention system. Performance levels in a comparison team at another warehouse were unchanged during the entire study. Results were discussed in terms of expanding the role of Organizational Behavior Management professionals and operational and ethical issues associated with EPM technologies. doi:10.1300/J075v27n01_02 KEYWORDS. Incentive programs, immediate performance feedback, proximal goals, electronic performance monitoring, engineered labor standard

A field study was conducted in auto-parts after-market distribution centers where selectors used handheld computers to receive instructions and feedback about their product selection process. A wireless voice-interaction technology was then implemented in a multiple baseline fashion across three departments of a warehouse (N = 14) and was associated with a 17% increase in productivity over the previously implemented handheld scanning technology of the baseline condition and comparison departments that continued to use handheld scanner technology. Selection accuracy was nearly identical for voice (99.55%) and handheld (99.80%) technology. But, both were associated with substantially higher selection accuracy than a paper-based method (96.50%). Accuracy with voice instruction delivery, however, was most vulnerable whenever upstream events (i.e., processes that occur before the selection process such as receiving, replenishment, and inventory control) resulted in the wrong product being in the selection location. The implications and limitations that arise with these technologies are discussed as well as the expanded role of the Organizational Behavior Management professional. doi:10.1300/J075v27n01_03 KEYWORDS. Organizational behavior management, auditory feedback, visual feedback, immediate feedback, human performance technology

A foodservice distributor in the southeastern United States implemented a voice assisted selecting tool to reduce selector errors by providing immediate feedback when errors occurred. An AB design with a nonequivalent comparison group was used to examine the effects of the voice technology on 132 selectors whose mispicks and shorts were collected over 6 weeks of baseline and 8 weeks of the intervention phase. Selector errors were reduced from 2.44 errors per 1,000 cases picked to 0.94 errors per 1,000 cases when voice technology was implemented. Further analysis indicated that the immediate feedback provided by voice had a greater impact on employees who were making the most errors during baseline. doi:10.1300/J075v27n01_01 KEYWORDS. Employee errors, computer-based instruction, immediate feedback, voice picking

Universal Precautions (UPs), procedures to reduce the likelihood of accidental exposure to blood-borne pathogens, were observed among seven Certified Nurse Anesthetists and one anesthesia technician during intravenous line procedures. After six weeks of baseline measures, nurses participated in training, goal setting, and feedback targeting hand sanitizing practices. Three weeks later immediate needle disposal was targeted. Hand sanitizing behaviors increased from a group baseline percentage of 24% to 65% during the intervention, and 52% during withdrawal. No significant increases in immediate needle disposal were found. Participants disposed of needles immediately 53% of the time during baseline, 58% during the intervention phase, and 45% during withdrawal. Non-targeted UP behaviors also increased as a result of the intervention: Recapping needles with on-hand increased from 45 % during baseline to 61% during the intervention phases; removing gloves from inside out increased from 61% to 93%: and wearing gloves when discarding waste increased from 31% to 52%. Auxiliary behaviors such as nurse and patient interactions remained consistently high throughout the study. KEYWORDS. Universal Precautions, hand washing, goal setting, group feedback, public feedback

The purpose of this study was to evaluate a program designed to improve the work quality of employees at a food distribution warehouse. Participants (n = 23) were responsible for selecting food items to be distributed to restaurants. Selector errors were targeted using an adapted incentive program featuring tiered goals and individualized normative feedback. A pre-existing incentive program, wherein selectors forfeited money for each error, was adapted to allow the selectors the opportunity to earn back their disincentive money upon attainment of weekly goals that were increasingly demanding. The initial goal for the first two weeks was set at 2.0 errors per 1000 cases and every two weeks thereafter the new goal was reduced by 0.1 errors per 1000 cases until the final goal of 1.5 errors per 1000 cases. Weekly graphic feedback included public posting of individual error rates. The mean errors per 1000 cases for the experimental group decreased 10% from 3.16 during baseline to 2.54 during the intervention. The largest decrease in errors was observed in the mid-level performers (with baseline error rates between 2 and 3.5 errors per 1000 cases). A cost-benefit analysis revealed potential savings of $9,799.50. KEYWORDS. Incentives, employee errors, changing criterion, normative feedback

This study investigated the effects of a safe driving competition facilitated by publicly-posted individual feedback. The turn-signal use, safety-belt use, and complete intersection stopping of 82 pizza deliverers were observed at two experimental and three control stores, as well as among the civilian population. After baseline observations, pizza deliverers received posted weekly individual feedback on their turn-signal use (at Store A) or complete intersection stops (at Store B). The deliverers' safe driving scores were posted individually on a vertical scale along with their names. Each week the deliverer with the highest average performance was rewarded with a free vehicle-maintenance coupon. Turn-signal use among drivers at Store A (n = 24) increased 22 percentage points from baseline to the intervention phase which was maintained into the withdrawal phase. Complete intersection stopping among drivers at Store B (n = 21) increased 17 percentage points from baseline to the intervention phase and was maintained into the withdrawal phase. Although the winners of the weekly competitions had the greatest increase in performance, non-winners also increased their instances of safe driving during the competition. [Article copies available for a fee from The Haworth Document Delivery Service: 1-800-HAWORTH. E-mail address: Website: KEYWORDS. Feedback, public posting, competitive rewards, safe driving, pizza deliveries, occupational safety, behavioral covariance, unobtrusive observation

The term response generalization has been poorly defined and has, over many years, been a source of controversy for applied researchers who must grapple with results that show changes in behaviors outside of the response class targeted by their intervention. The present discussion seeks to differentiate response generalization from such terms as response covariation and induction. Instead, response generalization is redefined in the context of response classes and concurrent schedules of reinforcement. [Article copies available for a fee from The Haworth Document Delivery Service: 1-800-HAWORTH. E-mail address: Website: KEYWORDS, Structure, response class, response generalization, response covariance, concurrent schedules, induction, organizational behavior management

This monograph reviews seven field studies that evaluated behavior-based interventions designed to increase safe-driving practices of pizza deliverers. Intervention strategies focused primarily on variations of goal-setting and feedback techniques, including: (a) nonnumerical goals in an awareness and promise card intervention; (b) nonnumerical goals mandated as company policy; (c) participative and assigned group goal setting paired with feedback; (d) group goal setting and feedback with added public individualized feedback; (e) individualized feedback and competition; and (f) private individualized feedback paired with dynamic, static, or dynamic and static goals. An additional intervention evaluated a community program in which pizza deliverers acted as behavior change agents for safety-belt use. Two models of intervention effectiveness were evaluated for their ability to help practitioners design interventions that maximize both short-term and long-term impacts as well as desirable response generalization. The amounts of individual involvement, peer support, response information, and external consequences influenced the beneficial impacts of the interventions. Additionally, maintenance of behavior change after the interventions were withdrawn varied directly with the degree of peer support and involvement in the interventions' designs. Employee involvement increased the amount of desirable response generalization while external consequences seemed to be associated with undesirable spread of effect presumed to be countercontrol.

Pizza deliverers served as intervention agents for a community safety belt campaign sponsored by their store. The program consisted of local radio and newspaper promotions, safety belt reminder cards pasted to the boxtops of each pizza sold, free pizza giveaways to customers who displayed safety belt reminder cards (from the boxtop) on their rearview mirror, and dollar-off coupons to patrons who asked the dispatcher to remind the deliverer to buckle up when delivering their pizza. Safety belt use among deliverers rose 32% over baseline during the intervention. Turn signal use among the same deliverers increased 41% over baseline suggesting response generalization. Increases in safety belt and turn signal use were maintained up to 24 weeks after the conclusion of the intervention. Deliverers at a control site did not show concomitant increases in safety belt or turn signal use. Social validity interviews indicated that 58% of the general public contacted by phone would be more likely to use their safety belt because of the community program. Keywords: Agent, community, safety belt, turn signal, response generalization

Pizza deliverers at two stores received turn-signal policy statements with two paychecks in an AB(sub 1)B(sub 2) multiple baseline design. At Store A turn-signal use rose from a baseline mean of 70% to 78% after the first policy statement and to 84% after the second policy statement. At Store B turn-signal use rose from a baseline mean of 45% to 51% after the first policy statement and to 59% after the second policy statement. Concurrent observations of safety-belt use showed decreases from 78% to 65% at Store A and 74% to 59% at Store B after the first policy statement. Keywords: Corporate policy, countercontrol, safety belt, turn signal