Preintervention analysis and improvement of customer greeting in a restaurant

We examined customer greeting by employees at one location of a sandwich restaurant chain. First, a preintervention analysis was conducted to determine the conditions under which greeting a customer within 3 s of his or her entry into the restaurant did and did not occur. Results suggested that an appropriate customer greeting was most likely to occur when a door chime was used to indicate that a customer had entered the store and when the store manager was present behind the service counter. Next, a performance improvement intervention, which consisted of the combination of the use of a door chime and manager presence, was evaluated. Results showed that during baseline, a mean of 6% of customers were greeted; during intervention a mean of 63% of customers were greeted. The addition of manager-delivered verbal and graphic group feedback resulted in 100% of customers being greeted across two consecutive sessions.     

Institutional culture and individual behavior: Creating an ethical environment

Much of the work in professional ethics sees ethical problems as resulting from ethical ignorance, ethical failure or evil intent. While this approach gets at real and valid concerns, it does not capture the whole story because it does not take into account the underlying professional or institutional culture in which moral decision making is imbedded. My argument in this paper is that this culture plays a powerful and sometimes determinant role in establishing the nature of the ethical debate; i.e., it helps to define what are viable action options, what is the organization’s genuine mission, and what behaviors will be rewarded or criticized. Given these conclusions, I also argue that consulting ethicists need more than an understanding of ethics theory, concepts and principles; they also need a sufficiently rich understanding of organizational culture and a willingness and an ability to critique that culture. An earlier version of this paper was presented at the “Ethics and Social Responsibility in Engineering and Technology” meeting, New Orleans, 2003.     

Challenges in studying the effects of scientific societies on research integrity

Beyond impressionistic observations, little is known about the role and influence of scientific societies on research conduct. Acknowledging that the influence of scientific societies is not easily disentangled from other factors that shape norms and practices, this article addresses how best to study the promotion of research integrity generally as well as the role and impact of scientific societies as part of that process. In setting forth the parameters of a research agenda, the article addresses four issues: (1) how to conceptualize research on scientific societies and research integrity; (2) challenges and complexities in undertaking basic research; (3) strategies for undertaking basic research that is attentive to individual, situational, organizational, and environmental levels of analysis; and (4) the need for evaluation research as integral to programmatic change and to assessment of the impact of activities by scientific societies. This topic was initially discussed at the AAAS-Office of Research Integrity (ORI) meeting in Washington DC on the theme: “The Role and Activities of Scientific Societies in Promoting Research Integrity” held on April 10–11, 2000. Joyce Miller Iutcovich, PhD, is President of the Keystone University Research Corporation.     

A study of antecedents of organizational commitment

Various theories of organizational behaviors suggest that there should be significant relationships between the work-related variables and commitment to an organization. This study shows that, for a sample of 203 Japanese industrial workers, four components (attachment, internalization, normative, and continuance) of organizational commitment are predicted by organizational climate, supervisory behavior, organizational tenure, and role clarity. Implications for future research are discussed.     

Managerial Recruitment Advertisements – Just How Market Orientated Are They?

There is a wealth of advice offered by ‘experts’ in HRM concerning the content of the effective job advertisement. This study considers whether following such advice would provide the potential job applicant with the information they want and questions the extent to which employers actually heed this advice. It firstly compares the normative guidelines with what potential applicants' for managerial posts consider to be important. A second strand to the analysis examines the extent to which advertising practice mirrors the requirements of the job-seeker market. The results give some solace to recruiters but also demonstrates that there is a long way to go before job advertisements achieve the content that job-seekers require.     

Book Reviews

Richard A. Swanson and Elwood F. Holton III, (eds), Human Resource Development Research Handbook. Linking Research and Practice Nathan Body and Howard Erlichman, Personal Psychology, The Science of Individuality Neil Anderson and Peter Herriot, International Handbook of Selection and Assessment     

CREATING NEW REALITIES: PROGRAM DEVELOPMENT AND DISSEMINATION

Program development and dissemination in human services present challenges and opportunities for social scientists. Over the past 27 years the Teaching-Family Model of group home treatment has moved from prototype development to widespread dissemination across North America. Reviewing concepts in industry related to product development and dissemination, the application of these concepts to a human services delivery system, and program replication and dissemination data offer information about how innovative human services can be widely adapted and adopted.     

AIDS PREVENTION: IMPROVING NURSES' COMPLIANCE WITH GLOVE WEARING THROUGH PERFORMANCE FEEDBACK

A performance feedback procedure was used to increase glove wearing by nurses in a hospital emergency room in situations in which contact with body fluids was highly likely. Infection-control nurses provided biweekly performance feedback to staff nurses on an individual private basis to inform them of the percentage of contact opportunities in which they wore gloves. Observations made prior to (baseline) and during feedback in a multiple baseline design across 4 subjects indicated that substantial increases in glove wearing in target situations occurred after implementation of the feedback program and that increases occurred across most of the specific situations in which glove wearing was advised. Percentage increases in glove wearing ranged from 22% to 49% across subjects. The results are discussed in terms of prevention of acquired immune deficiency syndrome (AIDS) by use of universal precautions.     

The crying boss: Activating “human resources” through sensitivity training in 1970s Sweden

This article examines the introduction of “sensitivity training” to 1970s Swedish work life. Drawing upon a range of empirical materials, I explore the politics that were involved in the process of translating and adapting this group dynamic method to the Swedish context and consider how its proponents argued for its value. By approaching sensitivity training as an attempt to govern, shape, and regulate both human beings and the work organizations of which they were a part, I argue that sensitivity training presents an unexpectedly early example of a governing rationality that has elsewhere been described and theorized as “neoliberal.” The fact that sensitivity training was established in Swedish work life already in the early 1970s thus challenges the historiography of neoliberal modes of government, which have elsewhere been associated with a neoliberal shift in state policies occurring in the 1980s and 1990s. The article demonstrates how emotionally liberating practices in the late 1960s and early 1970s were embraced by some of the most politically influential actors in contemporary Swedish society, such as the corporate sector and the trade unions. As blue-collar trade unions and social democrats voiced increasingly far-reaching demands concerning workplace democracy and improved workplace conditions, advocates of sensitivity training presented their method as crucial to the process of “democratizing” and “humanizing” Swedish work life. Intimately associated with the new therapies of humanistic psychology, sensitivity training was used within the corporate sector to foster a more emotional and authentic leadership style that would embrace the values of emotional awareness, self-expression, and self-actualization. The crying boss emerged in this context as a key figure in the project of creating a “democratic” and psychologically satisfying organization. Yet, sensitivity training was also described as a means for companies to make better use of what was now asserted as their most important economic asset: the human being. From the outset, the idealistic vision of an emotionally liberated, democratic workplace was thus entangled with a specific kind of economic rationality, in which the emotionally liberated, self-actualizing individual emerged as a capital or asset that would be better utilized if the organization allowed—even encouraged—employees to engage in their own well-being and self-optimization.     

创新期望差距与团队突破性创新：自我调节理论视角

本研究以自我调节理论为基础, 探讨团队领导的创新期望差距推进团队突破性创新的过程。根据实验结果以及一项多时点、多来源的问卷调查发现: 创新期望差距对领导创新投入产生U型影响; 领导创新投入中介创新期望差距与团队突破性创新之间的U型关系; 知觉资质过剩和组织晋升标准共同调节创新期望差距通过领导创新投入对团队突破性创新的影响, 具体地, 当领导知觉资质过剩高且组织实行相对晋升标准时, 创新期望差距通过领导创新投入对团队突破性创新施加更强影响。