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| Int'l Symposium - Literature Reviews for Better Practice |
| Sunday, May 29, 2005 |
| 10:30 AM–11:50 AM |
| Joliet (3rd floor) |
| Area: OBM; Domain: Applied Research |
| Chair: Heather M. McGee (Western Michigan University) |
| Discussant: Heather M. McGee (Western Michigan University) |
| Abstract: The symposium features three comphrehensive literature reviews on OBM topics. One talk quantitatively compares and contrasts JOBM and JABA publications, another talk focuses on how to align OBM concepts to business vocabulary to more effectively "sell" OBM solutions, while the third talk describes a quantatative look at institutionalization in OBM interventions. |
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| An Objective Comparison of ABA and OBM Research |
| KATHY M. CULIG (Western Michigan University), Alyce M. Dickinson (Western Michigan University), Heather M. McGee (Western Michigan University), John Austin (Western Michigan University) |
| Abstract: This paper presents an objective review, analysis, and comparison of empirical studies targeting the behavior of adults published in Journal of Applied Behavior Analysis (JABA) and Journal of Organizational Behavior Management (JOBM) between 1997 and 2001. The purpose of the comparisons was to identify similarities and differences with respect to research topics and methodologies that appeared in the studies reviewed. Based on these comparisons, suggestions were made regarding what organizational behavior management (OBM) researchers and practitioners can learn from applied behavior analysis (ABA). |
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| A Review of Process Improvement Strategies: Selling OBM to Non-OBMers |
| JOSEPH R. SASSON (Florida State University) |
| Abstract: A behavioral consultant is exposed to many different performance improvement (PI) strategies, many of which provide little inclusion of, or some that even denigrate, behavior change strategies. When asked to serve as a behavioral consultant one is sure to encounter those who have a more traditional perspective of PI. While these strategies are often non-behavioral, many of them have some merit, and often a lot of industry hype, that lead to their widespread adoption (e.g., lean manufacturing and six-sigma). A solution to this potential problem is to become versed in multiple methods of PI, and to gain a general understanding of what non-OBM’ers are discussing in the realm of PI. This knowledge can help a behavioral consultant to assimilate into a new organization and show how behavioral solutions are in alignment with many other non-behavioral solutions, thereby increasing the chances of adoption and decreasing the likelihood of resistance to behavioral solutions. This presentation will provide an overview of non-behavioral solutions commonly found in organizational settings (especially manufacturing) and a discussion of how those strategies are in alignment with behavioral strategies. |
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| Institutionalization and Response Maintenance in Organizational Behavior Management |
| SIGURDUR OLI SIGURDSSON (Western Michigan University), John Austin (Western Michigan University) |
| Abstract: A review of the Journal of Organizational Behavior Management (1991-2002) was conducted to determine to what extent researchers in OBM programmed for "institutionalization" of applied interventions. Criteria for the term "institutionalization" were derived from McSween and Matthews (2001), and Grindle, Dickinson, and Boettcher (2000). Four dependent measures of institutionalization were developed that addressed the extent to which internal staff was involved in the design of the intervention, whether in-house employees were trained in implementing any component of the intervention, and whether interventions incorporated formal systems of collecting data or dispensing consequences that were overseen by internal personnel. Data on intervention effectiveness, and maintenance of intervention effects were collected. Results indicated that the majority of interventions incorporated at least one institutionalization element, and that the average study incorporated two institutionalization elements. High, but nonsignificant, correlations were observed (1) between the number of institutionalization components in an intervention and effect sizes calculated between baseline and intervention phases, and (2) between the number of institutionalization components and effect sizes calculated between baseline and maintenance phases, suggesting a beneficial effect of involving in-house personnel in designing and implementing interventions. Based on the results of the review, some best practices for institutionalization of OBM processes are suggested. |
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