Thesis--PlanB (M.S.)--University of Wisconsin--Stout, 1998. / Includes bibliographical references.

Thesis (Ph.D.)--Kent State University, 2009. / Title from PDF t.p. (viewed Nov. 13, 2009). Advisor: Sara J. Newman. Keywords: labor relations, workplace, risk communication, occupational safety, safety communication, enthymemes, literacy, rhetoric, Communications Toolkits, Toolkits, topoi. Includes bibliographical references (p. 196-206).

Thesis (Ph.D.)--Edith Cowan University, 2003. / Submitted to the Faculty of Communications and Creative Industries. Includes bibliographical references.

Decline in the growth rate of worker productivity as well as the failure of other types of organizational development strategies to improve productivity has resulted in considerable interest in strategies to change employee behavior. This situation has led to the rapid growth of organizational behavior modification (OBM) as an approach to organizational change. Performance feedback interventions have been used in numerous settings to improve work behaviors (Prue & Fairbanks, 1981). OBM has worked especially well in improving safe work behavior in the work place. However, when new approaches are used in dealing with human behavior, much systematic, thorough research must be conducted to ascertain the benefits of the components of that approach. OBM has basically four components: observation, measurement feedback, and reinforcement. The focus of this study is the component of feedback. Many studies, which will be discussed in more detail later, have dealt with feedback in conjunction with other factors, such as supervisory praise, training, and goal-setting. These other factors have confounded the value of feedback. Therefore, the purpose of this study is to ascertain the value of feedback to OBM.