Association for Behavior Analysis International

The Association for Behavior Analysis International® (ABAI) is a nonprofit membership organization with the mission to contribute to the well-being of society by developing, enhancing, and supporting the growth and vitality of the science of behavior analysis through research, education, and practice.


35th Annual Convention; Phoenix, AZ; 2009

Event Details

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Symposium #173
CE Offered: BACB
Bringing Out the Best in Employees with Performance Management
Sunday, May 24, 2009
9:00 AM–10:20 AM
North 221 C
Area: OBM/CSE; Domain: Applied Behavior Analysis
Chair: Jessica Tomasi (T-Squared Solutions)
Discussant: Ken Wagner (ADI: The Human Performance Company)
CE Instructor: Steven Ward, Master's
Abstract: Customer service is becoming more important to businesses as the economy becomes more service oriented and less manufacturing oriented. Companies are required to do more to sell their products and services in order to compete and survive in the current cutthroat global market. The implementation of Performance Management techniques can greatly improve staff performance without significantly increasing overhead expenses. The current session shares three successful Performance Management applications conducted in business settings. Two of the studies are set in restaurant franchises popular in the southeastern United States. The third study is set in the jewelry department of an international retail outlet.
Platinum Performance: Improving Employee Behaviors at a Retail Jewelry Store
Lindsay Kay Street (Florida State University), ANNA BRASFIELD (Florida State University), Jon S. Bailey (FSU, BMC, FABA)
Abstract: The purpose of this study was to increase appropriate and timely greeting, as well as smiling behaviors, handshake and name exchange behaviors, and percentage of time spent engaged in appropriate behaviors. The setting of the study was in a jewelry store at a large department store. Observation sessions were taken 5 days a week for 40 minutes. Baseline data shows relatively low performance for all behaviors. Task clarification, group graphic feedback, group reinforcers, and individual graphic feedback were used for three targeted behaviors. With each intervention phase of the study, an improvement was seen in each of the targeted behaviors. Percentage of customers that were greeted upon entrance to the department increased from 48% during baseline to 98% in the last intervention phase. Percentage of time that employees spent engaged in standing in the proper greeting location increased 89%.
Service with a Side of PM: An Application in the Restaurant Industry
ANN SAKSEFSKI (Florida State University), Marco D. Tomasi (SAIC)
Abstract: The present study evaluated the effects of task clarification, public posting in the form of group graphic feedback, and daily verbal feedback as an intervention to increase customer service behaviors and on-task engagement of dining room tasks in a college town restaurant. The dependent variables in this study were customer greeting that included two behaviors, a hello and smile, up-selling specific items when customers were at the cash register, and engagement in dining room tasks. A modified multiple baseline design across behaviors was used to evaluate the effectiveness of task clarification, biweekly graphic feedback and daily verbal feedback as a three component intervention package. All target behaviors increased as a result of task clarification procedures, but they increased more during the intervention using biweekly group graphic feedback and daily verbal feedback.
The Power of Feedback: Improving Performance at a Small Restaurant Franchise
JENNIFER L. WALTERS (Florida State University), Marco D. Tomasi (SAIC)
Abstract: An intervention consisting of prompts, graphic feedback, and social reinforcement was evaluated to increase customer greeting and cleaning behaviors at a local restaurant. Greeting behaviors included eye-contact and verbal greetings, and cleaning behaviors included table cleaning and sweeping. Prompts for greeting behaviors consisted of signs and verbal reminders, while prompts for cleaning behaviors consisted of manager and co-worker verbal prompts as well as signs. Graphic feedback was displayed twice a week and paired with manager praise. A multiple baseline across behaviors design was used to evaluate the effects of the intervention. Results revealed that the intervention package was effective in increasing greetings, eye-contact, and table cleaning.



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