Based on what you’ve learned from this week’s lecture and the readings, how would you describe performance management or organizational behavior management t

Performance Management – Foundations Biagi

Performance Management With Shannon Biagi, MS, BCBA (she/her)

Performance Management – Foundations Biagi

The Foundations of Performance Management

Performance Management – Foundations Biagi

Objectives

The goals of this lesson are to: • Define organizational behavior management and

performance management, and determine how they are related to one another

• Describe the origins of performance management and major events that shaped the practice area

• Determine similarities between applied behavior analysis and organizational applications of behavior science

• Describe the utility of behavior analytic certification in business settings

• Identify the advantages of a utilizing a behavioral approach in business and how to communicate benefits of this outside of the ABA space

Performance Management – Foundations Biagi

OBM and PM

Performance Management – Foundations Biagi

Organizational Behavior Management As a subdiscipline within Applied Behavior Analysis (ABA) practice,

“Organizational Behavior Management (OBM) focuses on assessing and changing the _______________________ to improve employee performance and workplace culture. (BACB®, 2019)”

OBM practice and research encompasses a wide array of strategies applied across industries, all with a mission to improve the lives of employees and consumers, as well as achieve the necessary business

results required to keep organizations functioning.

Performance Management – Foundations Biagi

BACB® (2019) ORGANIZATIONAL BEHAVIOR

MANAGEMENT (OBM)

_________________

BEHAVIORAL SYSTEMS ANALYSIS

BEHAVIOR-BASED SAFETY

CONSUMER BEHAVIOR ANALYSIS

HEALTH AND WELLNESS

TRAINING AND DEVELOPMENTMONETARY

INCENTIVE SYSTEMS

LEADERSHIP AND CULTURE

Performance Management – Foundations Biagi

Daniels and Bailey (2014)

Performance Management • Goal: “To create a workplace that brings out

______________________ while generating the highest value for the organization.”

• Derived from the science of human behavior, and is supported by thousands of experimental and applied research studies since the _______

• Focuses on individual performer behavior (in contrast to wider systemic variables like Behavioral Systems Analysis (BSA))

• Important note: The terms OBM and PM are often used interchangeably, but they are not the same

Performance Management – Foundations Biagi

Which of the following is a true statement?

Checking in:

A. OBM is conceptually independent from Applied Behavior Analysis

B. OBM is practiced in limited industries

C. OBM focuses on only achieving results for businesses

D. Performance Management and OBM are NOT interchangeable terms

Performance Management – Foundations Biagi

Origins How the Field Began

Performance Management – Foundations Biagi

In the Beginning Operant Conditioning – The foundation of learning; behavior occurs as a function of its ______________.

First advanced by __________________ in The Behavior of Organisms (1938), early work in operant conditioning involved analyzing non-human animal (pigeon, rat, etc.) behavior to determine how behavior

was acquired and maintained.

This established fundamental principles that govern behavior of all organisms, including reinforcement, punishment, discrimination, extinction, and more.

Skinner’s work still serves as the foundation of Performance Management practice today.

Performance Management – Foundations Biagi

Aldis (1961)

Of Pigeons and Men • Published in Harvard Business Review • Regarded as the first OBM article ______________ • Discussed the use of reinforcement schedules and

the impact on employee behavior

Performance Management – Foundations Biagi

Michigan in the 1960s Dickinson (2001)

• Michigan was the locus of much development in the area of systems and instructional design

• Geary Rummler, Dale Brethower, and others produced the Total Performance System and the Center of Programmed Learning for Business, which would serve as the foundation of Richard Malott’s behavioral systems work in the 1970s

• ________________ would attend workshops from Rummler and Brethower, and begin implementing interventions at Emery Airfreight, and increase their annual profits by ______________

Performance Management – Foundations BiagiB.F. Skinner on OBM – Business, Behaviorism, and the Bottom Line (1972)

Performance Management – Foundations Biagi

Thomas Gilbert and PM Dickinson (2001)

• In the late 1960s, Thomas Gilbert would also attend workshops from Rummler and colleagues, and soonafter they would develop a consultancy together for performance management specifically

• 1978 – Gilbert published Human Competence: Engineering Worthy Performance, one of the seminal texts for ”behavioral engineering”

Performance Management – Foundations Biagi

Dickinson (2001)

1970s and Growth • Huge increases in OBM research and publication

began in the 1970s, up to ____ between 1970 and 1977, from only ____ articles published in the 1960s

• Mager and Pipe publish Analyzing Performance Problems, or “You Really Oughta Wanna” in 1970, an early performance diagnostic approach written for mainstream audiences

• Beth Sulzer-Azaroff published the first article in ___________________ in 1978 and would be a major influence in growing the field

Performance Management – Foundations Biagi

Aubrey Daniels Dickinson (2001)

• Trained as a traditional clinical psychologist, graduating in 1965

• Began working with people who struggled to maintain employment, developing systems for organizations to increase retention and attendance

• Through graphing, reinforcement, and training of supervisors, turnover was reduced by ___________ in 90 days

• Founded the Journal of Organizational Behavior Management in ______

Performance Management – Foundations Biagi

The Journal of Organizational Behavior Management

• Primary peer-reviewed scientific journal for OBM

• Essentially ________________________

• Objectives: • Stimulate research to influence applied organizational

problem-solving • Disseminate the use of behavioral technology to

improve the world • Teach _________________ consultants to apply the

principles of behavior

• Continues to be published quarterly (unless there are combined issues)

Balcazar, Shupert, Daniels, Mawhinney, & Hopkins (1989)

Performance Management – Foundations Biagi

What foundational concept is at the root of performance management practice?

Checking in:

A. Behavioral skills training

B. Respondent conditioning

C. Operant conditioning

D. Experimental analysis

Performance Management – Foundations Biagi

Which event occurred first? Checking in:

A. B.F. Skinner discussed behavior in business and the work at Emery Airfreight

B. “Of Pigeons and Men” was published

C. Aubrey Daniels founded the Journal of Organizational Behavior Management

D. Beth Sulzer-Azaroff published the first article in Behavior-Based Safety (BBS)

Performance Management – Foundations Biagi

On ABA and PM/OBM How are ABA and OBM related?

Performance Management – Foundations Biagi

ABA and OBM Because the origin of both clinical- and organizational-based behavior analytic practice are

founded upon the same concepts and principles, ABA and OBM are conceptually ___________ to one another.

Luke, Carr, and Wilder (2018) found that ___ out of 48 BACB® 5th Edition Task List items could be applied within an OBM practice.

Performance Management – Foundations Biagi

How PM is Similar to ABA:

Describing behavior and outcomes in a manner that is measurable, observable, reliable, objective, and active is critical.

Utilizing the 3-term contingency allows us to frame employee behavior in relationship to the SDs, MOs, reinforcers, punishers, and all the other variables that influence behavior.

Focusing on factors beyond private events and _____________________, we can make concrete changes in the environment to enable performance, rather than hinder it.

Emphasizing the lawfulness of human behavior and empirically validated tools, we can systematically determine ___________ relationships between levels of performance and the variables that influence them.

Collecting and evaluating data allows us to determine when sufficient changes have occurred and objectively demonstrate the impact of our interventions on performance. No ________________.

Accounting for stakeholders at all levels, we can create positive changes that employees, management, and leaders alike will find _____________, while making positive impacts on greater society as well.

Antecedents, Behaviors, and Consequences

Environmental Manipulation

_____________________

Data and Measurement Social ValidityFunctional Assessments

Performance Management – Foundations BiagiDiGennaro-Reed, Henley, Rueb, Crabbs, & Giacalone (2016)

Performance Management – Foundations Biagi Luke, Carr, and Wilder (2018) on Why OBM/PMers Rarely Get BACB® Certifications:

Credentialling and licensure was established to protect the public and vulnerable populations, who have fewer resources and less ability to evaluate their consultants. Businesses do not seek out BACB®-certified behavior analysts.

___________________ for BACB® Credentials in Business

In a consulting space, certification does not yet provide an advantage over other professionals (HR, general business consultants, etc.) to provide a differentiator. Typically stating a specialization in “behavioral science” is sufficient to gain interest.

Credential Provides ____________________ Over Competitors

Maintaining a certification that is designed around clinical practice is resource intensive and time-consuming. Taking the BACB® exam and maintaining continuing education has less return on investment for OBM/PM practitioners.

Additional Regulation = Additional ____________

Performance Management – Foundations Biagi

Behavior Analyst Certification Board. (n.d). BACB certificant data. Retrieved from https://www.bacb.com/BACB-certificant-data

Number of Behavior Analysts Reporting an OBM Speciality, December 2020

Performance Management – Foundations Biagi

Sturmey (1998)

History and Contribution of Organizational Behavior Management to Services for Persons with Developmental Disabilities

Target Behaviors Reference

Staff-Consumer Interactions Burgio et al. (1983)

Active Treatment Sturmey (1995)

Age-Appropriate Activities Dyer et al. (1984)

Parent Training Skills Hardy & Sturmey (1994)

Staff Training Greene et al. (1978)

Documentation by Case Managers

Horner et al. (1990)

Staff Safety Skills Van Den Pol et al. (1983)

Reducing Use of Restraint Jensen et al. (1984)

Unscheduled Staff Leave Clark et al. (1986)

Supervisory Skills Reid et al. (1978)

Institutional Reform Christian (1 984)

• In the 1960s, several researchers identified the importance of utilizing behavior analytic concepts and principles in relation to staff behavior

Performance Management – Foundations Biagi

Gravina et. al (2018)

Organizational Behavior Management Interventions in Human Service Settings from 1990 to 2016 • Learning to leverage the

science of behavior to manage people is essential regardless of what ABA specialty one chooses to practice in

Performance Management – Foundations Biagi

• Clinical behavior analysts are…

• Supervisors • Trainers • Leaders • Team managers • Coaches • Professional development

planners • Operations/Clinical directors • Business owners

responsible for performance outcomes, regulatory compliance, client satisfaction, employee engagement and turnover, hiring decisions, supervisee competence, clinical outcomes, business results, billing efficiency, scheduling, process documentation, organizational culture…

All ________-related issues!

Performance Management – Foundations Biagi

True or False: The behavioral principles used in PM are the same as those used in

ABA.

Checking in:

A. True

B. False

Performance Management – Foundations Biagi

According to Luke, Carr, and Wilder (2018), why do many OBM/PM practitioners choose

to forgo BACB® certification?

Checking in:

A. Achieving and maintaining certification requires a high response effort

B. The certification does not provide differentiation between behavioral and other types of practitioners

C. Most businesses do not know what a “BCBA®” is

D. All of these

Performance Management – Foundations Biagi

Should clinical behavior analysts learn about OBM/PM?

Checking in:

A. Yes, many job tasks required by clinical behavior analysts are OBM/PM- related

B. Only if they are going to become business consultants

C. No, clinical analysts can hire someone else to complete those job tasks

Performance Management – Foundations Biagi

Bringing Behavior into Business

Making the Case for Behavior Analysis at Work

Performance Management – Foundations Biagi

Why Bring Behavior Analysis to Business? ALL business results require human behavior to be produced.

If you want to change business results (increase revenue, productivity, employee retention, customer satisfaction, etc.), human behavior must change first.

While some employees feel that a focus on behavior ___________________ (Daniels and Bailey, 2014), behavior analysis does exactly the opposite – we look at the environment and the behavior of others to

determine why people behave the way they do.

Performance Management – Foundations Biagi

Traditional Management vs. Performance Management

Behaviors and outputs (leading indicators), which allow changes to be made before greater impacts to the business results. ___________.

Focuses on

Environmental _______________ and positive reinforcement, allowing leaders to relax their supervision while still getting high employee performance and satisfaction.

Relies heavily on

Functional assessment, direct observation, clear definitions, and data collection, which provide clear and ____________-oriented solutions.

Diagnoses issues through

Mostly business results (lagging indicators), which are too __________ to be used to

influence change moving forward. Reactive.

Focuses on

Threats and punishment, and potentially _______________ in order to change behavior.

“I don’t care how you get it, just get it!”

Relies heavily on

Attitudes, labels, and states, which are inefficient and ____________ to attempt to

intervene on.

Diagnoses issues through

Performance Management – Foundations Biagi The Value of PM (Daniels and Bailey, 2014)

2. PM produces both short- and

long-term results.

1. PM is ____________ and effective.

7. PM is ______________.

6. PM can enhance

____________.

4. PM can maximize all

kinds of performance.

3. PM requires no formal

_____________ training to implement.

5. PM makes workplaces

more enjoyable.

Performance Management – Foundations Biagi

Oct. 14, 1900 – Dec. 20, 1993

W. Edwards Deming • American engineer • Revitalized the Japanese automotive

industry post-WWII through management- driven quality control systems

• Continued his work state-side at _______, helping the company become the most profitable automotive company by 1986

• One of the greatest systems thinkers, promoting the need to continuously improve the entire system, “not bits and pieces”

Photo courtesy of The W. Edwards Deming Institute®

Performance Management – Foundations Biagi Deming’s Major Sources of __________ in Businesses (1986)

Daniels and Bailey (2014)

The raw materials used to create the business outputs.

Materials The equipment used to produce the outputs of the organization.

Machinery Documented systems and processes that help produce the business outputs.

Methods Largely untapped in business, and a huge source of variability.

Performance Management – Foundations Biagi

Where are the OBM/PM Practitioners?

Across Industries • Human services (Gravina et al, 2018) • Manufacturing (Blasingame, Hale, &

Ludwig, 2014) • Health and wellness (Bowles, Malott, &

Dean, 2008) • Telecommunications (Tilka & Johnson,

2017; Rodriguez, 2011) • Finance (McNally & Abernathy, 1989) • Education (Phillips, 2008) • Healthcare (Kelley & Gravina 2017) • Non-profits (Biglan, 2008)

• Governments (Nordstrom, Lorenzi, & Hall, 1991)

• Utilities (Clayton & Nesnidol, 2017) • Mining (Hagge, McGee, Matthews, &

Aberle, 2016; Rhoton, 2008) • Hospitality (Smith, 2010; LaFleur & Hyten,

1995) • Transportation and logistics (Hickman

and Gellar, 2008; Goomas, 2012) • Retail (Rafacz, Boyce, & Williams, 2010)

Performance Management – Foundations Biagi

With all of these benefits to businesses, how do we get

businesses to _______ to the science of human behavior?

Performance Management – Foundations Biagi How to Communicate the Benefits of PM to the Business Community

We have to simultaneously learn the language of business, while moving away from behavioral ________

_____________ We need to help move away from ________ into precise and measurable definitions of behavior to help businesses be more effective

Measurement We have to provide _________________ that make the practice of PM more accessible, and use _________ and examples to show how they work

Technology

Brown (2001)

Performance Management – Foundations Biagi

Traditional business strategies that involve making threats to fire someone in

order to increase their behavior is:

Checking in:

A. Negative punishment

B. Positive punishment

C. Negative reinforcement

D. Positive reinforcement

Performance Management – Foundations Biagi

Daniels and Bailey (2014) describe the value of PM to business is that:

Checking in:

A. PM can be applied by anyone within a business

B. PM does not use strategies that are “underhanded” or “manipulative”

C. PM helps managers build rapport with staff and create positive organizational cultures

D. PM can achieve important results in a short amount of time

E. All of these

Performance Management – Foundations Biagi

What did Paul Brown (2001) NOT describe as one of the strategies for communicating the value of behavior

analysis in business?

Checking in:

A. Changing the language we use to meet the needs of the business community

B. Describing the experimental evaluation models of behavior analysis C. Providing data based on precise definitions of behavior D. Giving businesses practical tools they can implement with little/no advanced

training

Performance Management – Foundations Biagi

In Closing…

Performance Management – Foundations Biagi

Thank you For your precious time and your attention.

1. to improve employee performance and workplace culture BACB 2019:
2. undefined:
3. the highest value for the organization:
4. Focuses on individual performer behavior in:
5. undefined_2:
6. in The Behavior of Organisms 1938 early work in operant:
7. Regarded as the first OBM article:
8. undefined_3:
9. annual profits by:
10. between 1970:
11. articles published in:
12. in 1978 and would be a:
13. supervisors turnover was reduced by:
14. Management in:
15. Essentially:
16. Teach:
17. founded upon the same concepts and principles ABA and OBM are conceptually:
18. Luke Carr and Wilder 2018 found that:
19. How PM is Similar to ABA:
20. tools we can systematically determine:
21. interventions on performance No:
22. Focusing on factors beyond private:
23. that employees management and:
24. for BACB Credentials in:
25. Over Competitors:
26. Additional:
27. related issues:
28. behavior analysis does exactly the opposite we look at the environment and the behavior of others to:
29. to be used to:
30. in order to change behavior:
31. to attempt to:
32. undefined_5:
33. and positive:
34. oriented:
35. 1 PM is:
36. no formal:
37. enhance:
38. 7 PM is:
39. undefined_6:
40. Demings Major Sources of:
41. Largely untapped in:
42. science of human behavior:
43. Measurement:
44. We need to help move:
45. We have to provide:
46. moving away from:
47. accessible and use:
48. Group1: Off