A COMPARISON OF THREE STAFF-MANAGEMENT PROCEDURES

Even though administrators must have effective staff-management procedures to ensure implementation of desired programs, many traditional staff-management procedures remain unevaluated. This study investigated the effectiveness of three such procedures. The administrator of an institution for the retarded (1) sent a memo instructing all staff to lead daily recreational activities, (2) sponsored a workshop teaching staff to lead such activities, and (3) assigned staff activity leaders and provided performance feedback to staff by publicly posting the daily average number of active residents on each ward. Neither the memo nor the workshops motivated staff to lead activities, but after staff were scheduled to lead such activities and given performance feedback, the average daily number of residents engaged in activities on four wards for 95 retarded persons increased from seven to 32. The administration of this facility has adopted similar procedures to maintain such activities on all wards.     

Shaping data collection congruent with experimental hypotheses

The influence of instructions and feedback from an experimenter on observational recordings of disruptive behavior was evaluated. Four subject-observers recorded four categories of disruptive behavior from videotapes of children in a classroom setting. Two sets of videotapes, labelled "baseline" and "treatment", were matched for rates of disruptive behavior in each category. The observers were told that two target behaviors were expected to decrease and the other two control behaviors were not expected to change during the treatment condition. During observational recording of treatment videotapes, the observers were given positive feedback when they reported decreases in the two target behaviors, and negative feedback when they reported either to change or increases in the two control behaviors. The target behaviors were recorded less frequently by observers, while recordings of control behaviors were unaffected during the treatment phase. These results suggest that contingent feedback to observers should be avoided as a possible source of bias in behavioral recordings.     

An analysis of a performance feedback system: the effects of timing and feedback, public posting, and praise upon academic performance and peer interaction

In the first experiment, after establishing baseline composition rates in each classroom, timing (announcing time limits) and feedback (student self-scoring) were introduced followed by the introduction, removal, and reintroduction of public posting of highest scores. Timing and feedback improved story writing performance and public posting of highest scores improved performance even further in both classrooms. Teacher praise produced further improvement in one classroom but had no effect on performance in the other. Changes in on-task behavior paralleled changes in writing rate. Comments made by children concerning their own work or work of their peers were recorded throughout the experiment. Although the baseline rate of performance comments was almost zero, the introduction of each variable markedly increased the rate of performance comments. In the second experiment, baseline rates on reading and language exercises were established in a fifth-grade classroom. The entire performance feedback system was introduced on a multiple baseline across the two behaviors and then removed during the final phase of the experiment. Introducing the system improved performance on both tasks. These results further increased the generality of some of the findings of the previous experiment and of previous research on the efficacy of the experimental package of timing, feedback, public posting, and praise.     

Control by the auditory or the visual element of a compound discriminative stimulus: effects of feedback.

Groups of pigeons were trained to depress a treadle in the presence of a compound stimulus consisting of a tone and a red houselight (a) to avoid electric shock, or (b) to obtain grain. Immediate, exteroceptive feedback was equated for avoidance and appetitive groups within an experiment, but varied across experiments from elevation of a nonilluminated feeder to darkening of the chamber, termination of the tone, and elevation of an illuminated feeder. Responding in the absence of the compound stimulus postponed its next occurrence. After performance had stabilized, the degree to which each element controlled treadle pressing was determined. Generally, in the appetitive tests, the red light controlled much more responding than did the tone, but in the avoidance tests, the tone controlled more responding than did the red light.     

Modifying food purchases in supermarkets with modeling, feedback, and goal-setting procedures

We compared several procedures designed to modify consumer food purchases with the objectives of reducing fat and increasing carbohydrate content, and reducing dollar expenditures on food. Participants were 126 volunteer community households which, after a 7-week baseline period, were randomly assigned to video-modeling, video-modeling-feedback, video-lecture, video-lecture-feedback, participant-modeling, video-modeling-discussion, and control conditions. The main dependent measure was a weekly record of food purchases, convertible to percentages of nutrients and dollar expenditures. Results indicated that modeling-feedback and participant-modeling procedures were most effective (e.g., 6% reduction of total fat consumption, 19% dollar savings). Strategies to refine and automate modeling and feedback in supermarkets that may benefit consumers, corporations, and government are discussed.     

Task clarification, performance feedback, and social praise: Procedures for improving the customer service of bank tellers

Customer service for bank tellers was defined in terms of 11 verbal behavior categories. An audio-recording system was used to track the occurrence of behaviors in these categories for six retail banking tellers. Three behavior management interventions (task clarification, performance feedback, and social praise), applied in sequence, were designed to improve overall teller performance with regard to the behavioral categories targeted. Clarification was accomplished by providing clear delineation of the various target categories, with specific examples of the behaviors in each. Feedback entailed presentation of ongoing verbal and visual information regarding teller performance. Praise consisted of verbal recognition of teller performance by branch managers. Results showed that clarification effects emerged quickly, producing an overall increase in desired behaviors of 12% over baseline. Feedback and praise effects occurred more gradually, resulting in overall increases of 6% and 7%, respectively. A suspension of all procedures led to a decline in overall performance, whereas reinstatement of feedback and praise was again accompanied by performance improvement. These findings extend the generality of behavior management applications and help to distinguish between possible antecedent and consequent effects of performance feedback.     

The linear system theory's account of behavior maintained by variable-ratio schedules.

The mathematical theory of linear systems, which has been used successfully to describe behavior maintained by variable-interval schedules, is extended to describe behavior maintained by variable-ratio schedules. The result of the analysis is a pair of equations, one of which expresses response rate on a variable-ratio schedule as a function of the mean ratio requirement (n) that the schedule arranges. The other equation expresses response rate on a variable-ratio schedule as a function of reinforcement rate. Both equations accurately describe existing data from variable-ratio schedules. The theory accounts for two additional characteristics of behavior maintained by variable-ratio schedules; namely, the appearance of strained, two-valued (i.e., zero or very rapid) responding at large ns, and the abrupt cessation of responding at a boundary n. The theory also accounts for differences between behavior on variable-interval and variable-ratio schedules, including (a) the occurrence of strained responding on variable-ratio but not on variable-interval schedules, (b) the abrupt cessation of responding on occurrence of higher response rates on variable-ratio than on variable-interval schedules. Furthermore, given data from a series of variable-interval schedules and from a series of concurrent variable-ratio variable-interval schedules, the theory permits quantitative prediction of many properties of behavior on single-alternative variable-ratio schedules. The linear system theory's combined account of behavior on variable-interval and variable-ratio schedules is superior to existing versions of six other mathematical theories of variable-interval and variable-ratio responding.     

Optimal temporal differentiation

In order to illuminate a light signaling a correct response, adult humans had to space their button presses according to a range of time requirements. In some conditions, the spacing needed only to exceed a minimum duration; in others, it had to fall between lower and upper bounds. Mean interresponse times always exceeded the lower limit, and decreased the more stringent were the upper bounds. Variability of interresponse times increased with larger lower bounds, but was unaffected by the size of the upper bound. Feedback about the direction of errors in conditions involving both upper and lower bounds did not affect the means, but it did reduce variability. Predictions were derived from optimality theory, based on the assumption that the critical factor was minimization of the time between correct responses. Without upper bounds, the theory overestimated the mean interresponse times by about 10%; with upper bounds, the theoretical predictions corresponded closely to the actual data. The results did not appear to reflect a scalar timing process. Optimality theory, in contrast to Weber's law, correctly predicted the variety of curves relating sensitivity to duration requirements.     

Feedback effects on sequential ordering in humans

Under various feedback conditions, 38 college undergraduates were asked to rearrange abstract graphic characters on a computer screen, placing them in arbitrarily designated “correct” sequences. Two sets of seven horizontally arrayed stimuli were used. In Experiment 1, subjects in Group 1 learned to arrange the first set under Selection Feedback in which a “+” appeared above each character after it was selected in the correct order and to arrange the second set under Order Feedback in which a correct response produced a copy of the character in its correct ordinal position at the top of the screen. For Group 2 the order of these conditions was reversed. In Experiment 2, for subjects in Group 3, correct responses produced neither of these types of feedback. Subjects in Group 4 received Order Feedback only until the first set was correctly ordered once. Order Feedback was more effective than Selection Feedback during initial acquisition of the first set but not during maintenance; no differences were found for the second set. Only 2 of 9 subjects successfully put the characters in correct sequential order under the No Feedback condition. When, in Experiment 2, Order Feedback was eliminated after the first correctly arranged sequence, the steady-state criteria were met more slowly than in Experiment 1.     

INDUSTRIAL SAFETY HAZARD REDUCTION THROUGH PERFORMANCE FEEDBACK

A “feedback package” system, designed to prevent occupational accidents and to fit directly into the normal operations of an industrial organization, was analyzed. Eighteen hazardous conditions in six production departments were assessed during seven observation sessions over a 12-week period, plus four follow-up observations over 4 months. The “feedback package” was presented in multiple baseline fashion, across subjects (department supervisors). It consisted of presenting the supervisor with copies of observational data, accompanied by a note which congratulated good practices and suggested ways for improving safety conditions, along with occasional comments from a senior executive. The results indicated that during the feedback phase, hazard rates were lower and less variable than during the baseline phase. Baseline data were highly variable with peaks ranging from 20 to 55 hazards per department. Following intervention, hazard frequencies dropped by 60%, averaged across departments, with decreases ranging from 29% to 88%. During treatment, data stabilized, with the highest frequency reaching 33. A modified feedback system was implemented by the organization following termination of the study, validating the assumption that such a system would tend to maintain.