Use of the Performance Diagnostic Checklist to Select an Intervention Designed to Increase the Offering of Promotional Stamps at Two Sites of a Restaurant Franchise

Rodriguez, Manuel A.; Wilder, David A.; Therrien, Kelly; Wine, Byron; Miranti, Reylissa; Daratany, Kenneth; Salume, Gloria; Baranovsky, Greg; Rodríguez, Matías

doi:10.1300/j075v25n03_02

Cited by 21 publications

(3 citation statements)

References 16 publications

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“…For example, Rodriguez et al (2005) studied restaurant workers who did not offer promotional stamps to customers on a frequent basis. The PDC identified insufficient consequences for the task and a subsequent treatment package that included feedback produced large improvements in the target behavior.…”

mentioning

confidence: 99%

An Assessment-based Solution to a Human-Service Employee Performance Problem

Carr

Wilder

Majdalany

et al. 2013

Behav Analysis Practice

Self Cite

104

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mentioning

confidence: 99%

An Assessment-based Solution to a Human-Service Employee Performance Problem

Carr

Wilder

Majdalany

et al. 2013

Behav Analysis Practice

Self Cite

104

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“…The Mager and Pipe Performance Analysis Flowchart is based entirely on behavior analytic theory and is a simple yet powerful tool for identifying the causes of and solving performance problems that looks to the work environment, policy, and managerial causes of performance concerns. Similarly, the Performance Diagnostic Checklist (Pampino, Heering, Wilder, Barton, & Burson, 2003; Rodriguez et al, 2005) is another theoretically derived managerial tool for identifying causes of performance deficiencies in terms of antecedents, equipment and processes, knowledge and skills, and consequences—the same potential causes cited by Pulakos and O’Leary.…”

Section: A Behavioral Solutionmentioning

confidence: 99%

What Performance Management Needs Is a Good Theory: A Behavioral Perspective

Hantula

2011

Ind. organ. psychol.

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Imagine that we wanted a principled, rational way to make judgments about employees' work performance and use these judgments to drive decisions that will affect their salaries, jobs, and careers. Furthermore, we would also want to be able to motivate employees, identify training and development needs, and improve important organizational outcomes. We would probably look to the 100 years or so of research and theory in psychology and carefully cull from the collected knowledge in areas such as judgment and decision making, social psychology, motivation, and even statistics-and promptly ignore all of it. This is the world of performance appraisal described by Pulakos and O'Leary (2011) and practiced in countless organizations: a bureaucratic, legalistic process that is universally loathed and whose primary contribution to organizational life seems to be endless material for Dilbert strips that adorn cubicle walls. Small wonder that the majority of human resource professionals grade their performance review systems as a ''C'' or below and only 3% grade as an ''A'' (Light, 2010).

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“…Three methods of performance analysis exist: informant, descriptive, and experimental. The most popular method of performance analysis, the informant method, has been used to assess a variety of target performances, including poor customer service (Eikenhout & Austin, 2005), the offering of promotional stamps (Rodriguez et al, 2005), cash register shortages (Rohn, Austin, & Lutrey, 2003), and problems completing maintenance tasks (Austin, Weatherly, & Gravina, 2005). The most common type of informant-based assessment is the Performance Diagnostic Checklist, which was used in the aforementioned examples to identify variables contributing to poor performance in restaurants and retail stores (Austin, 2000).…”

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confidence: 99%

An Evaluation of the Performance Diagnostic Checklist—Human Services (PDC–HS) Across Domains

Wilder

Lipschultz

Gehrman

2018

Behav Analysis Practice

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The Performance Diagnostic Checklist-Human Services (PDC-HS) is an informant-based tool designed to assess the environmental variables that contribute to poor employee performance in human service settings. Although the PDC-HS has been shown to effectively identify variables contributing to problematic performance, interventions based on only two of the four PDC-HS domains have been evaluated to date. In addition, the extent to which PDC-HS-indicated interventions are more effective than nonindicated interventions for two domains remains unclear. In the current study, we administered the PDC-HS to supervisors to assess the variables contributing to infrequent teaching of verbal operants and use of a timer by therapists at a center-based autism treatment program. Each of the four PDC-HS domains was identified as contributing to poor performance for at least one therapist. We then evaluated PDC-HS-indicated interventions for each domain. In addition, to assess the predictive validity of the tool, we evaluated various nonindicated interventions prior to implementing a PDC-HS-indicated intervention for two of the four domains. Results suggest that the PDC-HS-indicated interventions were effective across all four domains and were more effective than the nonindicated interventions for the two domains for which they were evaluated. Results are discussed in terms of the utility of the PDC-HS to identify appropriate interventions to manage therapist performance in human service settings.

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Use of the Performance Diagnostic Checklist to Select an Intervention Designed to Increase the Offering of Promotional Stamps at Two Sites of a Restaurant Franchise

Cited by 21 publications

References 16 publications

An Assessment-based Solution to a Human-Service Employee Performance Problem

An Assessment-based Solution to a Human-Service Employee Performance Problem

What Performance Management Needs Is a Good Theory: A Behavioral Perspective

An Evaluation of the Performance Diagnostic Checklist—Human Services (PDC–HS) Across Domains

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