Education, Quiz Example

1. Turning Negative Events To Positive Events

Negativity at the workplace may lead to a decline in employees’ productivity or minimize profits. The negativity may be due to personal problems or organizational reasons. However, according to Reid et al. (2012), supervisors can change these negative events to positive through the following;

The first step is the training of staff on behavior and performance. Through in-depth research, supervisors can find practical actions needed to enhance positive behavior in a work institution. For instance, the supervisor can introduce the workers to a skill then elaborate it through practical training until the employees gather the skills which shall be used to increase productivity.

Sometimes the negative behavior is caused by ignoring the employee’s voice. The supervisors can give employees an equal chance to express their opinions and concerns on matters of the company, such as pay rise, working hours, health risks concerns, and power to do their job without strict supervision. This sign of support may lead to a change of behavior to a positive event at work.

Additionally, the supervisors can also appreciate employees if they perform well in their tasks by giving gifts, awards, or showing support in their subsequent duties, either morally or physically. This recognition may improve their morale towards work. Further, recognition by buying equipment that would improve employees’ performance may change their negative behavior positively since the supervisor cares for their interest.

Another way to change negative events to positive by supervisors is being inclusive in their communication. Suppose employees go on strike due to disagreement with the employer; effective communication may lead to peaceful agreement and return to work.

Through monitoring internal communication between employees, supervisors can identify their concerns. Maybe the managers made a decision that threatens or ignores staff concerns, but they do not have the avenue of expressing it. The communication analysis may lead to addressing their concerns, attitudes and change employees’ behavior.

2. Modern organizational behavior management (OBM) includes a number of sub disciplines such as performance management, systems analysis, and behavior-based safety. (True or false question)

 True

3. Aubrey Daniels argues against the use of employ-of-the-Month (EOM) because EOM incentives are based on results without consideration of the behaviors that may have produced those results. (True or false question)

False

4. According to Reid et al. (2012), monetary compensation strongly impacts daily work performance and enjoyment. (True or false question)

False

5. According to Johnson and Dickinson (2010), supplementing EOM with additional incentives can improve and sustain employee performance. (True or false question)

False

6. According to Reid et al. (2012), special recognition actions are always better than special recognition awards when it comes to improve staff performance and work enjoyment. (True or False question)

True

7. Choose the reason(s) for the use of employee-of-the-month (EOM) (multiple choice)

• Giving credit to deserving individuals
• Boosting morale
• Motivating excellence by providing positive examples for other employees to emulate
• All of these

8. Based on economics literature conducted by Johnson and Dickinson (2010), what are the frequently expressed concerns in rank order tournament? (multiple choice)

• Sabotage
• The (small) fraction of winner prizes
• Employee performance variability
• All of these

References

Reid, D.H., Parsons, M.B., & Green, C.W. (2012). The Supervisor’s Guidebook: Evidence-Based Strategies for Promoting Work Quality and Enjoyment among Human Service Staff

Johnson, D. A., & Dickinson, A. M. (2010). Employee-of-the-month programs: Do they really work? Journal of Organizational Behavior Management, 30, 308-324.

Parsons, M. B., Rollyson, J. H., & Reid, D. H. (2012). Evidence-based staff training: a guide for practitioners.? Behavior analysis in practice,?5(2), 2-11.

Wilder, D. A., Austin, J., & Casella, S. (2009). Applying behavior analysis in organizations: Organizational behavior management.?Psychological Services, 6(3), 202-211.