The Handbook of Organizational Performance contains all the information you need to effectively manage your employees . Using the principles of industrial/organizational psychology, you will learn how to perform behavior analysis and management, how to determine criteria for performance appraisals, and how to establish leadership in the workplace. Enhanced with helpful charts, tables, and figures, The Handbook of Organizational Performance is an indispensable management tool and an essential text for students of business. To view an excerpt online, find the book in our QuickSearch catalog at www.HaworthPress.com.…mehr
The Handbook of Organizational Performance contains all the information you need to effectively manage your employees . Using the principles of industrial/organizational psychology, you will learn how to perform behavior analysis and management, how to determine criteria for performance appraisals, and how to establish leadership in the workplace. Enhanced with helpful charts, tables, and figures, The Handbook of Organizational Performance is an indispensable management tool and an essential text for students of business. To view an excerpt online, find the book in our QuickSearch catalog at www.HaworthPress.com.
William K Redmon, Thomas C Mawhinney, Carl Merle Johnson
Inhaltsangabe
Contents About the Contributors Contributors Foreword Acknowledgments Part I: Foundations Chapter 1. Introduction to Organizational Performance: Behavior Analysis and Management Recurring Themes in the OBM Research Literature Conclusion Chapter 2. Principles of Learning: Respondent and Operant Conditioning and Human Behavior Respondent Conditioning Operant Conditioning Verbal Behavior Rule-Governed Behavior Concluding Comments Chapter 3. Developing Performance Appraisals: Criteria for What and How Performance is Measured Problems with What to Appraise The "How" Issues in Performance Appraisal What Can Be Done to Improve Content and Method? New Criteria for Criteria Identifying What Should Be Appraised Chapter 4. Within-Group Research Designs: Going Beyond Program Evaluation Questions Scientific Method: Matching Research Questions and Designs Drawing Inferences with Confidence Within-Group Designs Answering Program Evaluation Questions Using Within-Group Designs Assessing Trends Over Time Using Within-Group Designs Problems Using Within-Group Designs to Address Comparison Questions Assessing Impact of Multiple Treatments: Alternatives to Asking Comparison Questions Within-Group Designs in Perspective Chapter 5. Schedules of Reinforcement in Organizational Performance: Application, Analysis, and Synthesis The Basic Importance of Schedules Schedules of Reinforcement: The Basics Schedules of Reinforcement: The Research Application, Analysis, and Synthesis Theoretical Issues and Future Directions Part II: Applications of the Behavioral Model Chapter 6. Training and Development in Organizations: A Review of the Organizational Behavior Management Literature The Importance of Instruction Training Research Comparison Research Training and Motivation Program Development Critique and Future Research Directions Conclusion Chapter 7. Leadership: Behavior, Context, and Consequences A Behavior Analytic Vantage Point on Leadership Selection by Consequences As a Causal Mode Contiguity- and Molar Correlation-Based Laws of Effect Necessary Conditions for Leadership Discussion and Conclusions Chapter 8. The Management of Occupational Stress Job Satisfaction The Measurement of Job Stressors Approaches to the Treatment of Occupational Stress Treatments for Occupational Stress Conclusions and Recommendations Chapter 9. Pay for Performance Variety of Plans Behavioral Approaches to Performance-Based Pay Common Elements Future Research Chapter 10. The Safe Performance Approach to Preventing Job-Related Illness and Injury Current Approaches to Dealing with Safety Reasons for Unsafe Performance The Safe Performance Model Summary and Conclusions Chapter 11. Actively Caring for Occupational Safety: Extending the Performance Management Paradigm An Actively Caring Model Empirical Support for the Actively Caring Model Assessment of Actively Caring Factors Actively Caring in Action Chapter 12. A Behavioral Approach to Sales Management Background The Behavioral Sales Management Model (BSM): An Overview Final Thoughts Part III: Professional and Theoretical Issues Chapter 13. Marketing Behaviorally Based Solutions Defining Core Products/Services Advertising and Promotion Sales and Market Research Conclusion Chapter 14. Organizational Behavior Management and Organization Development: Potential Paths to Reciprocation Definition and Comparison of OD with OBM Does OD Work? OMB and OD: Potential for Reciprocation Paths to Reconciliation Summary and Conclusions Chapter 15. Social Learning Analysis of Behaviora
Contents About the Contributors Contributors Foreword Acknowledgments Part I: Foundations Chapter 1. Introduction to Organizational Performance: Behavior Analysis and Management Recurring Themes in the OBM Research Literature Conclusion Chapter 2. Principles of Learning: Respondent and Operant Conditioning and Human Behavior Respondent Conditioning Operant Conditioning Verbal Behavior Rule-Governed Behavior Concluding Comments Chapter 3. Developing Performance Appraisals: Criteria for What and How Performance is Measured Problems with What to Appraise The "How" Issues in Performance Appraisal What Can Be Done to Improve Content and Method? New Criteria for Criteria Identifying What Should Be Appraised Chapter 4. Within-Group Research Designs: Going Beyond Program Evaluation Questions Scientific Method: Matching Research Questions and Designs Drawing Inferences with Confidence Within-Group Designs Answering Program Evaluation Questions Using Within-Group Designs Assessing Trends Over Time Using Within-Group Designs Problems Using Within-Group Designs to Address Comparison Questions Assessing Impact of Multiple Treatments: Alternatives to Asking Comparison Questions Within-Group Designs in Perspective Chapter 5. Schedules of Reinforcement in Organizational Performance: Application, Analysis, and Synthesis The Basic Importance of Schedules Schedules of Reinforcement: The Basics Schedules of Reinforcement: The Research Application, Analysis, and Synthesis Theoretical Issues and Future Directions Part II: Applications of the Behavioral Model Chapter 6. Training and Development in Organizations: A Review of the Organizational Behavior Management Literature The Importance of Instruction Training Research Comparison Research Training and Motivation Program Development Critique and Future Research Directions Conclusion Chapter 7. Leadership: Behavior, Context, and Consequences A Behavior Analytic Vantage Point on Leadership Selection by Consequences As a Causal Mode Contiguity- and Molar Correlation-Based Laws of Effect Necessary Conditions for Leadership Discussion and Conclusions Chapter 8. The Management of Occupational Stress Job Satisfaction The Measurement of Job Stressors Approaches to the Treatment of Occupational Stress Treatments for Occupational Stress Conclusions and Recommendations Chapter 9. Pay for Performance Variety of Plans Behavioral Approaches to Performance-Based Pay Common Elements Future Research Chapter 10. The Safe Performance Approach to Preventing Job-Related Illness and Injury Current Approaches to Dealing with Safety Reasons for Unsafe Performance The Safe Performance Model Summary and Conclusions Chapter 11. Actively Caring for Occupational Safety: Extending the Performance Management Paradigm An Actively Caring Model Empirical Support for the Actively Caring Model Assessment of Actively Caring Factors Actively Caring in Action Chapter 12. A Behavioral Approach to Sales Management Background The Behavioral Sales Management Model (BSM): An Overview Final Thoughts Part III: Professional and Theoretical Issues Chapter 13. Marketing Behaviorally Based Solutions Defining Core Products/Services Advertising and Promotion Sales and Market Research Conclusion Chapter 14. Organizational Behavior Management and Organization Development: Potential Paths to Reciprocation Definition and Comparison of OD with OBM Does OD Work? OMB and OD: Potential for Reciprocation Paths to Reconciliation Summary and Conclusions Chapter 15. Social Learning Analysis of Behaviora
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