Organizational Behavior Management Improving Workplace Performance

Organizational Behavior Management (OBM) is a specialized subdiscipline of Applied Behavior Analysis (ABA). It involves the application of behavior analytic principles and contingency management techniques to change behavior within organizational settings. By analyzing and employing antecedents and consequences, OBM seeks to influence behaviors that align with the mission and key objectives of both the organization and its employees.

History of OBM

The emergence of OBM is rooted in the foundations of behavior analysis developed by B.F. Skinner. His 1953 book, Science and Human Behavior, laid the groundwork by highlighting the use of wage schedules, money, and praise to increase desired behaviors. Skinner's introduction of programmed instruction to the educational system also proved highly beneficial for organizational training, marking the first application of behavioral principles in business settings.

The Rise of Research and Professionalization

Research in OBM gained momentum in the 1960s, notably with Owen Aldis' 1961 Harvard Business Review article, "Of Pigeons and Men," which proposed the use of reinforcement schedules in industry. A major milestone occurred in 1977 with the founding of the Journal of Organizational Behavior Management (JOBM). Edited by Aubrey Daniels and Larry Miller, the journal solidified the term "Organizational Behavior Management" and provided a platform for research on performance measurement, goal setting, and incentive programs.

Educational Advancements

Early academic programs in OBM were initiated at the University of Notre Dame in 1975. Early controlled studies, such as those conducted by Bob Kohlenberg and Terrance Mitchell to improve grocery clerk performance, helped establish the empirical basis for the field.

Interventions in OBM

OBM utilizes two primary types of interventions: antecedents and consequences.

Antecedent Interventions

Antecedents are triggers in the worker's environment that increase the likelihood of a behavior occurring. While they set the occasion for behavior, they do not maintain it. Common antecedent interventions include:

• Task Clarification: Using memos and checklists to provide specific job requirements.
• Job Aids: Using signs and prompts in the work environment to remind workers of required behaviors.
• Goal Setting: Establishing standards for performance levels within a given timeframe.

Consequence Interventions

Consequences are changes in the environment that follow a behavior, which increase the likelihood that the behavior will be repeated. The most critical element here is reinforcement, as reinforced behaviors are more likely to continue.

Feedback is one of the most successful and widely researched consequence interventions. Research published in JOBM indicates that feedback—whether individual, group, or comparative—is a primary tool for improving organizational performance.

Benefits of OBM

One of the primary benefits of OBM is the increase in productivity. By systematically applying behavioral principles, organizations can identify the exact behaviors that drive success and reinforce them to ensure consistent, high-quality output.