We examined customer greeting by employees at one location of a sandwich restaurant chain. First, a preintervention analysis was conducted to determine the conditions under which greeting a customer within 3 s of his or her entry into the restaurant did and did not occur. Results suggested that an appropriate customer greeting was most likely to occur when a door chime was used to indicate that a customer had entered the store and when the store manager was present behind the service counter. Next, a performance improvement intervention, which consisted of the combination of the use of a door chime and manager presence, was evaluated. Results showed that during baseline, a mean of 6% of customers were greeted; during intervention a mean of 63% of customers were greeted. The addition of manager-delivered verbal and graphic group feedback resulted in 100% of customers being greeted across two consecutive sessions.
In 2017, the Association for Behavior Analysis International conference held a special one-day pre-conference on Organizational Behavior Management (OBM) in Health and Human Services (HHS). This pre-conference featured experts presenting on topics that highlight the breadth and range of OBM, particularly as it is applied within HHS. Dr. Aubrey Daniels kicked off the day's events with an introduction to OBM told through the lens of his 40 years of experience and expertise as a leading OBM consultant and author. While some of the talks presented behavioral systems analysis (BSA) and largescale change, others targeted performance management (PM) and day-today supervision and management requirements, demonstrating that OBM is useful for both strategic and tactical organizational performance improvement. Presenting on BSA and large-scale change, Dr. Heather McGee kicked things off with her talk on how HHS organizations can use BSA to implement large-scale change initiatives. Brett DiNovi presented on the specific leadership accomplishments and behaviors required to successfully and sustainably grow organizations serving individuals with ASD. Dr. Mark Dixon described system-wide interventions that OBMers and HHS organizational leaders could use to promote both sound financial and clinical practices. Drilling down into the PM side of OBM, Dr. Donald Hantula described how OBM can and should be incorporated into supervision practices to ethically improve and support employee performance, while Dr. Florence DiGennaro Reed presented a three-term model for ongoing staff training and performance management. Finally, Dr. Nicholas Weatherly presented an OBM approach to building a clinical safety culture to improve employee safety performance.
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