Organizational Behavior Modification Research Articles

Do the management process and organizational behavior modification enhance an ethical environment and organizational trust in the U.S. and Brazil?

Purpose The purpose of this study is to determine whether the implementation of a performance management system comprising some traditional management practices (management process and organizational behavior modification) lead to an ethical organizational environment and improved employee performance. Design/methodology/approach A structural model is theorized and assessed using data from samples of full-time employees in the USA and Brazil. Partial least squares–structural equation modeling is used. Findings The findings of this study suggest that management process and organizational behavior modification directly and positively impact the ethical environment, and the ethical environment directly and positively impacts employee performance. The management process and organizational behavior modification indirectly impact employee performance through an ethical environment. Research limitations/implications Although this theorized model was tested and provided significant results for implementing the management practices suggested, it is strongly recommended that other random data samples be used to analyze the theorized model and assess to reconfirm the results. In addition, incorporating the ethical environment construct within a larger model that includes other potential antecedents, such as management principles, and other potential outcomes, such as organizational commitment, job satisfaction and workplace optimism, is recommended. Practical implications This study provides management practitioners with empirical evidence that implementing a performance management system consisting of the management process and organizational behavior modification will enhance both the ethical environment and organizational trust, which, in turn, will lead to improved individual employee performance. Based on the theoretically and statistically supported framework, managers can improve the performance of their subordinates. The results further support the assertions that managers must implement the management process along with organizational behavior modifications to improve employee performance through an ethical environment and organizational trust Social implications The general conclusion from this study is that good management practices in the form of the management process and organizational behavior modification are inherently ethical. Furthermore, when implemented and consistently maintained by managers, these practices will result in an organizational environment that supports ethical behavior and engenders a high level of trust. The results of this study demonstrate a significant contribution to the existing literature, in that good management is tied, in fact, directly to ethics and trust. Originality/value The results provide evidence that good management in the form of the management process and organizational behavior modification yields both a positive ethical environment and improved employee performance. Practitioners are provided with evidence that reaffirms the need to define expectations for employees and to provide the necessary resources and positive reinforcement to fulfill the expectations. This study is one of the first to directly assess the impact of traditional management practices on an ethical environment.

Why do employees hide their knowledge and what are the consequences? A systematic literature review

Although knowledge hiding has always existed at work, it has only recently attracted scholarly attention. We conducted a systematic literature review to unveil its antecedents, unpack consequences and identify strategies to mitigate it. The study findings revealed that, although knowledge hiding is differently defined, there is consensus about its intentional nature leading to behaviors, which are triggered by personal (intrinsic) and organizational (extrinsic) antecedents, and result in explicit consequences for both employees and teams. Although existing literature fails to explicitly support distinct consequences at an organizational level, we argue that the adverse consequences of knowledge hiding affect organizations holistically. We adopted the Organizational Behavior Modification model to integrate the study outcomes, thus supporting that knowledge hiding stems from intrinsic and extrinsic antecedents creating either a positive or a negative reinforcement toward it. Organizations can modify knowledge hiding by eliminating stimuli with positive affectivity and strengthen the ones with negative affectivity.

Incentives, Peer Pressure, and Behavior Persistence

Organizations often introduce temporary incentive programs with a view of establishing long lasting behaviors. Monetary payoffs are awarded upon achievement of team goals, which measure the success of the initiative. In this study I explore whether and how organizational behavior modifications introduced via temporary incentive programs persist beyond the incentive period. In many cases, achieving team goals requires the cooperation of members of the organization external to the team and not eligible to receive the monetary award. In this study I compare the persistence of behavior modifications between subjects rewarded with a monetary award with subjects that are exposed uniquely to peer pressure. Using hand hygiene performance data from a California hospital, I find that monetary incentive are associated with higher likelihood and greater magnitude of performance improvements during the incentive period, but are relatively short lived, while implicit incentives facilitate a longer persistence of the organizational behavior modification.

Comprehensive management practices and policies performance model

Purpose– The purpose of this paper is to assess the impact of a specific set of management practices and policies and policies (organizational behavior modification, the management principles, and the management process) on human resource outcomes and on individual employee performance. A comprehensive management practices and policies performance model is theorized and empirically assessed.Design/methodology/approach– Data collected from a sample of full-time employees working in the Southern USA are analyzed using a partial least squares/structural equation modeling methodology.Findings– Considering the direct and indirect links among the constructs the authors conclude the following: organizational behavior modification, the management principles, and the management process combine to improve organizational commitment and job satisfaction; organizational commitment and job satisfaction combine to improve employee engagement and workplace optimism; and employee engagement and workplace optimism combine to enhance individual performance.Research limitations/implications– The model tested reflects the synergy created though the implementation of the management practices and policies and policies and the impact of that synergy on human resource outcomes and individual employee performance. This is the first assessment of this comprehensive model. Replication and verification of the model are suggested.Practical implications– Practitioners are provided with a framework for assessing the synergistic impact of the management practices and policies on human resource outcomes and individual employee performance. The theorized model and results provide practicing managers with a blueprint for the systematic implementation of the management practices and policies.Originality/value– A comprehensive management practices and policies performance model is proposed and empirically assessed. The results support the proposition that implementation of the management practices and policies leads to improved human resource outcomes and individual employee performance.

Use of Performance Information as an Organizational Routine in Management Control

Based on a review of research and the realities of performance information utilization in public organizations, this article defines the use of performance information as an organizational routine in management control. The theoretical implications require scholars to focus on organizational routines in performance measurement research. To practitioners, it suggests that they should focus more on daily performance information use and view it as continuous organizational learning and an organizational behavior modification process.

Organizational Behavior Modification: A General Motivational Tool for Sales Management

AbstractHow sales managers can effectively use rewards to shape the behavior or salespeople is the theme of this article. Organizational Behavior Modification specifies how rewards can be used to guide behavior. It has been tested and positive results have been found for a number of sales applications. The essential concepts of that method are explained and illustrations of sales force applications for each major concept are provided. A model for using the method in sales management is proposed. The fundamental purpose of this article is to convey a clear understanding of the technique to the practicing sales manager.

A Tale of Two Paradigms: The Impact of Psychological Capital and Reinforcing Feedback on Problem Solving and Innovation

This study drew from two distinct paradigms: the social cognitively based emerging field of positive organizational behavior or POB and the more established behaviorally based area of organizational behavior modification or OB Mod. The intent was to show that both can contribute to complex challenges facing today's organizations. Using a quasi-experimental research design (N = 1,526 working adults), in general both the recently recognized core construct of psychological capital (representing POB) and reinforcing feedback (representing OB Mod), especially when partially mediated through a mastery-oriented mindset, were positively related to problem solving performance, reported innovation, and subsequent psychological capital. The implications for theoretical understanding and practice conclude the article.

Area Comparative Analysis On Potential To Introduce Organizational Programs Of Mobility Management In Workplaces

In this paper, in order to test a potential to introduce organizational program for workplace mobility management (MM), we retake a test the organizational attitude and behavior modification model based on the frame of analysis by Hagihara et. al. using the questionnaire survey in workplaces. We analyzed the questionnaire data for the sake of comparison implemented in five areas, Saitama, Mie, Ooita, Iwata, Toyota, and comparison by categories of business and employee numbers. In the result, the organizational model suggested by Hagihara et.al, was supported in the both five areas. The result also indicates companies which employ a lot of person and transport companies were most likely to recognize MM as positive, however, manufacturing business were likely to recognize as negative.

Bringing about changes in workplace behavior.

Bringing about changes in workplace behavior.

Electronic Performance Monitoring and Motivation: A Behavioral Modification Perspective

The increasing use of electronic monitoring has resulted in considerable debate among the public, labor groups, business groups, and increasingly among academicians. However, electronic monitoring research to date has been lacking and contradictory. This paper applies organizational behavior modification theories to argue that, when properly implemented, electronic monitoring can be an effective motivational tool. Organizational decisions regarding purpose and disclosure of monitoring, feedback source and monitoring related standards are theorized to affect the relationship between monitoring and employee motivation.

DIFFERENTIAL EFFECTS OF INCENTIVE MOTIVATORS ON WORK PERFORMANCE.

In this field experiment, we first compared the performance effects of money systematically administered through the organizational behavior modification (O.B. Mod.) model and routine pay for perfo...

Reinforce for performance: The need to go beyond pay and even rewards

Executive Overview Perhaps the most talked about, if not actually implemented, practical solution for making human resources more productive is pay for performance. Yet many researchers and practitioners doubt the true effectiveness of this approach. To help solve this controversy, we suggest drawing from reinforcement theory and behavioral management. This approach can be used to explain the simple statements: You get what you reinforce, but you do not necessarily get what you pay for. We first critically review the traditional pay for performance practices and address the question of whether rewards, not reinforcers, do more harm than good. Next, we discuss the theoretical foundation that you get what you reinforce. Finally, we outline the behavioral management steps of organizational behavior modification (O.B. Mod.). When O.B. Mod. has been systematically applied over the years using both monetary and nonmonetary reinforcers, our recent meta-analysis found that performance on average increased 17 percent. The contingencies and practical implications of this behavioral management approach that advocates reinforce for performance instead of pay or even reward for performance are discussed.

A META-ANALYSIS OF THE EFFECTS OF ORGANIZATIONAL BEHAVIOR MODIFICATION ON TASK PERFORMANCE, 1975-95.

Results of a primary meta-analysis indicated a significant main effect of the organizational behavior modification (O.B. Mod.) approach on task performance (d. = .51; a 17 percent increase) and a s...

A Meta-Analysis of the Effects of Organizational Behavior Modification on Task Performance, 1975–95

A Meta-Analysis of the Effects of Organizational Behavior Modification on Task Performance, 1975–95

Organizational Behavior Modification Goes to Russia

No abstract available for this article.

Organizational Behavior Modification in Business Settings:

Design and Content analyses were performed on 20 recent applications of Organizational Behavior Modification in business settings. In performing the design analysis each application was evaluated with respect to the followin design criteria: Reliability of Measurement, Baseline, Systematic 7 ntervention, and Follow-up. Thirty percent of the ap lications performed reliability assessments. All studies incorporate a baseline measurement. Sixty percent of the studies met the Systematic Intervention criterion and, hence, were . sufficiently well-controlled to support cause and effect interpretations. Only twenty percent of the investigations employed follow-up assessments. The content analysis reviewed subject population, design and intervention strategies, and dependent measures. Additional content dimensions were selectively reviewed. Implications of the above are discussed; suggestions for future research are given.

Organizational Behavior Modification in the Public Sector:

The three experiments presented here were part of a large OBM training program for managers in city government. Although the training program resulted in a total of 19 different managerial products, the three experiments selected for presentation represent the most methodologically sound of all the projects. In contrast to much published literature, these three studies suggest that practicing managers in the public sector can conduct simple, practical, and effective behavioral change projects designed to improve employee performances.

Social Interaction

A field study was conducted in the United States, England, and Ghana assessing the frequency of use and rated value of social interaction. Twenty-two American, twenty-six English, and nineteen Ghanaian workers from similar manufacturing plants participated in the study. Behavioral observations of the frequency of engaging in social interaction over a 14-day period as well as a survey of the importance of social interaction to the workers served as the dependent variables. The results confirmed the hypothesis that the frequency of use and rated importance of social interaction is culturally dependent. The role of societal norms and values is discussed within the framework of Organizational Behavior Modification.

Organizational change techniques: Their present, their future

To help carry out their responsibility of managing rapid and often unexpected change, managers have an available set of techniques: organizational behavior modification, management by objectives, management development, organization development, management auditing, and a control cycle of planning, implementation, and control. Each of these has a format that species the procedures to be followed to bring about organizational change. Michael emphasizes that such formats are preferable to a haphazard, trial-and-error approach that may produce unanticipated results. In part because some techniques are newer than others, data from a research project of planning and control that Michael conducted show different rates of usage by a sample of Fortune 500 companies. The control cycle is the most widely used; organizational behavior modification the least widely used. The use of these techniques of organizational change is likely to vary in some ways and experience may bring about changes in the techniques. Michael concludes that the newer breed of managers who are versed in the social sciences, mathematics, and the computer are likely to spread new techniques in the organizational world.

Reducing Accident Rates with Organizational Behavior Modification.

This study evaluated the effectiveness of an intervention package (feedback, competition, and incentives) in reducing the accident rate of urban transit operators. Results showed a 24.9 percent red...