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.

This study investigated the effects of verbal and graphic feedback alone and in combination with praise on the data-recording behavior of 12 direct care trainers (DCTs) who recorded their reinforcer deliveries as they interacted with mentally retarded clients. An additional variable examined was the effect of time of delivering feedback on subsequent data-recording behavior. Feedback was delivered by the experimenter. Correspondence checks were conducted and a three-phase multiple condition experimental design was used. All feedback conditions produced an observable difference in DCT data-recording behavior. Time of delivery of feedback also appeared to have an effect on the amount of data recorded by DCTs.

Electrodermal responding (EDR) and heart rate (HR) were assessed for seven subjects participating in a reaction time task consequated with monetary bonuses (250, 100, and 10), monetary penalties (250,100, and 10), and a monetary neutral value (00). Unlike previous research employing group designs and a tonic measure (i.e., mean over long periods of time), this study utilized a single-subject design and a phasic measure (i.e., mean over 2-s intervals). Heart rate data was too variable for meaningful analysis. EDR data showed that the peak levels of EDR were higher for penalties than for the corresponding values of bonuses (e.g., -250 vs. +250) for most subjects. Similarly, peak levels of EDR were generally higher during sessions in which consequences were presented than in sessions during which consequences were absent.

This study was a follow up to P. C. Dams' (1996) unpublished University of North Texas masters thesis, The effect of defect probability during training on inspection accuracy in a quality control simulation. Graphics of computer circuit boards were presented in dyads with an error free sample on the left and a comparison on the right. Comparisons had either a rotation or transposition defect, or were error free. Subjects had 10-s to accept or reject the comparison as identical to the sample. They were trained using two different stimulus fading procedures (using descending defect probabilities) and immediate feedback. Defect probabilities for the Tens were 0.60, 0.50, 0.40, and 0.30 and for the Twenties were 1.00, 0.80, 0.60, and 0.40. The last 4 pretraining and posttraining sessions were compared and the posttraining performance of the Twenties, as compared to the Tens, demonstrated greater improvement over pretraining performance. No firm conclusions could be drawn as to the effectiveness of either training procedure. The significance of the current investigation and suggestions for future research are discussed.

To meet global competition many companies have reorganized work process systems, eliminated management levels, formed employee work groups and implemented variable compensation systems. This study investigated the effect of group incentives on individual sales performance in two specialty shops located in a large metropolitan hotel. Two questions were addressed: What effect would adding a group bonus plan have on individual employee's sales performance who had previously received hourly wages in one shop; and, what effect would changing an individual incentive plan to a group plan have on the individual employee's sales performance in the other shop. In one shop 5 of 7 employees' productivity increased: in the other, 1 of 3 subjects' productivity increased. Contingencies in both shops are analyzed and suggestions offered for future research.

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.