Task Clarification and Individual Performance Posting for Improving Cleaning in a Student-Managed University Bar

Anderson, D. Chris; Crowell, Charles R.; Hantula, Donald A.; Siroky, Lisa

doi:10.1300/j075v09n02_06

Cited by 40 publications

(22 citation statements)

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“…These include antecedent-based interventions such as task clarification (Anderson, Crowell, Hantula, & Siroky, 1988), training (Geller, Eason, Phillips, & Pierson, 1980), goal-setting (Wilk & Redmon, 1990), and prompting (Austin, Hatfield, Grindle, & Bailey, 1993), as well as consequence-based interventions such as feedback (see Alvero, Bucklin, & Austin, 2001 for a review) and performance-contingent pay (see Bucklin & Dickinson, 2001 for a review). Although these interventions are common in the OBM literature, they are often combined into multi-component or package interventions and are less often examined individually.…”

Section: The Effects Of Task Clarification Visual Prompts and Graphmentioning

confidence: 99%

The Effects of Task Clarification, Visual Prompts, and Graphic Feedback on Customer Greeting and Up-selling in a Restaurant

Squires

Wilder

Fixsen

et al. 2007

Journal of Organizational Behavior Management

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Section: The Effects Of Task Clarification Visual Prompts and Graphmentioning

confidence: 99%

The Effects of Task Clarification, Visual Prompts, and Graphic Feedback on Customer Greeting and Up-selling in a Restaurant

Squires

Wilder

Fixsen

et al. 2007

Journal of Organizational Behavior Management

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“…Treatment satisfaction was included because it is commonly an element of quality monitoring systems in addiction treatment programs (National Treatment Center Study, 2005). By monitoring therapeutic alliance and treatment satisfaction, the PF system allows clinicians to assess the interim effectiveness of their efforts and to make modifications if needed (Anderson, Crowell, Hantula, & Siroky, 1988;Deming, 1986;Juran & Godfrey, 1999). Additionally, the regular assessment of these dimensions, in itself, may influence clinician behavior by signaling that alliance and satisfaction are priorities of the organization (Alvero, Bucklin, & Austin, 2001;Berwick, Godfrey, & Roessner, 1990;Nicol & Hantula, 2001).…”

Section: Introductionmentioning

confidence: 99%

A feasibility study of a web-based performance improvement system for substance abuse treatment providers

Forman

Crits‐Christoph

Kaynak

et al. 2007

Journal of Substance Abuse Treatment

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We report here on the feasibility of implementing a semiautomated performance improvement system-Patient Feedback (PF)-that enables real-time monitoring of patient ratings of therapeutic alliance, treatment satisfaction, and drug/alcohol use in outpatient substance abuse treatment clinics. The study was conducted in six clinics within the National Institute on Drug Abuse Clinical Trials Network. It involved a total of 39 clinicians and 6 clinic supervisors. Throughout the course of the study (consisting of five phases: training period [4 weeks], baseline [4 weeks], intervention [12 weeks], postintervention assessment [4 weeks], sustainability [1 year]), there was an overall collection rate of 75.5% of the clinic patient census. In general, the clinicians in these clinics had very positive treatment satisfaction and alliance ratings throughout the study. However, one clinic had worse drug use scores at baseline than other participating clinics and showed a decrease in self-reported drug use at postintervention. Although the implementation of the PF system proved to be feasible in actual clinical settings, further modifications of the PF system are needed to enhance any potential clinical usefulness.

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“…Task clarification and verbal feedback have been jointly used to increase correct closing-time behaviors and cleaning behaviors in a university bar (Anderson, Crowell, Hantula, & Siroky, 1988), grocery stores (Shier, Rae, & Austin, 2003), and restaurants (Austin, Weatherly, & Gravina. 2005).…”

Section: Articlementioning

confidence: 99%

Using Task Clarification, Goal Setting, and Feedback to Decrease Table Busing Times in a Franchise Pizza Restaurant

Amigo

Smith

Ludwig

2008

Journal of Organizational Behavior Management

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The current study investigated the effects of task-clarification, and manager verbal and graphic feedback on employee busing times at a pizza restaurant. Using an ABC design, taskclarification was provided in a memo, which described the process, priority, and goal time of busing. The busing time decreased slightly, from an average of 315 seconds during baseline to an average of 284 seconds after the task clarification memo. The majority of this change was accounted for by servers decreasing the time it took them to arrive at the table to begin busing. Subsequent to the employee memo, group feedback was administered in the form of verbal feedback and a weekly graph of average server busing times. This feedback was associated with reductions in busing time to an average 152 seconds. Changes in the feedback phase were caused almost exclusively by reductions in the time it took to clean the table once the server was there. A reversal to near-baseline busing times was observed in a follow-up phase. Prebusing and cross-busing were not associated with shorter busing times.

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Task Clarification and Individual Performance Posting for Improving Cleaning in a Student-Managed University Bar

Cited by 40 publications

References 0 publications

The Effects of Task Clarification, Visual Prompts, and Graphic Feedback on Customer Greeting and Up-selling in a Restaurant

The Effects of Task Clarification, Visual Prompts, and Graphic Feedback on Customer Greeting and Up-selling in a Restaurant

A feasibility study of a web-based performance improvement system for substance abuse treatment providers

Using Task Clarification, Goal Setting, and Feedback to Decrease Table Busing Times in a Franchise Pizza Restaurant

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