The banquet staff at a north Texas hotel were responsible for setting up 11 different functions (e.g., buffet dinners) for conferences and meetings. The functions were often set up late and items were often omitted. An analysis suggested that performance problems were the result of weak antecedents, inefficient work procedures, inadequate training and a lack of motivating consequences. An intervention consisting of task checklists, feedback, goal setting, monetary bonuses, training and job aids was designed to enhance the accuracy and timeliness of function setups. Performance increased from an average of 68.8% on the quality measure (accuracy plus timeliness) in baseline, to 99.7% during the intervention phase. Performance decreased to 82.3% during a follow-up phase in which parts of the intervention were discontinued by hotel management. Performance increased to 99.3% with the reintroduction of the intervention phase.

A popular approach to operating organizations in the 1990s is the implementation of work teams. The current literature offers little information on the use of performance management techniques in work team settings. This case study examined the effects of employing a performance improvement strategy on employee performance in a work team environment comprised of part-time graduate students. The performance improvement strategy included composing job descriptions, job aids (e.g., work organization charts), task request logs and posting weekly and monthly performance feedback. Improvements were observed in some aspects of team performance. Some of the improvement was due to task clarification and improved scheduling produced by the antecedent interventions. Performance feedback had little effect on measured performance but seemed to facilitate discussion and problem-solving.

Using the "revealed operant" technique, variability during acquisition and extinction was examined with measures of response rate and a detailed analysis of response topography. During acquisition, subjects learned to emit four response patterns. A continuous schedule of reinforcement (CRF) for 100 repetitions was used for each pattern and a 30 min extinction phase immediately followed. One group of subjects learned the response patterns via a "trial-and-error" method. This resulted in a wide range of variability during acquisition and extinction. Only one subject emitted a substantial amount of resurgent behavior. A second group of subjects was given instructions on what keys to press to earn reinforcers. This group had less variability in acquisition and extinction and resurgent responding was prevalent.

Research shows that human operant behavior typically differs from non-human operant behavior on schedules of reinforcement. These differences in performance may be related to differences between the experimental preparations used to study human and non-human operant behavior. One such difference is the type of reinforcer used. This experiment analyzed the differential effects of points alone, points backed up by money, and sounds on schedule performance of human subjects. Results show that sounds generated moderate rates of responding, capable of change in either direction. When points backed up with money were the reinforcers, however, high rates of behavior were generated, disrupting the previously established baseline performance. This suggests that while points may be effective in generating high rates of behavior, they may be ineffective in producing sensitive baselines needed to study human operant behavior on schedules of reinforcement.

The role of point loss for symmetrical relations introduced simultaneously with probe trials in the absence of original relations on all probe trial performances was evaluated. Training was completed after six conditional discriminations were established in two contexts. Point loss was introduced simultaneously with probe trials in the absence of original relations in the first context. Probe trials with no point loss in the absence of original relations were introduced in the second context. The simultaneous introduction of probe trials and the point loss contingency may in some cases prevent the emergence of an equivalence class in the context that contained the point loss as well as in the context where no point loss occurred.

The conditional control of equivalence has received much attention in the analysis of verbal behavior. While previous research identified conditional control of relational responding and conditional control of equivalence class formation, this study investigated the possibility of conditional control of members of an equivalence class. Following baseline conditional discrimination training and equivalence testing, subjects were taught to select a particular member in the presence of a Green background screen and another member in the presence of a Red background screen.

The purpose of this study was to determine the optimal form and timing of feedback to establish a "new" behavior. It examined the relative effectiveness of delivering a corrective feedback immediately before the learner responds to a previously incorrect trial as compared to delivering a corrective feedback immediately after the incorrect response is made. Corrective feedback delivered immediately before the next opportunity to respond produced better learning than corrective feedback delivered immediately after a response. The Feedback Before condition decreased errors during training and increased acquisition rates. Results also indicated an interaction between time of feedback delivery and the complexity of the task. As the task complexity increased, the results were more dramatic in favor of the Feedback Before condition.