The banquet staff at a north Texas hotel were responsible for setting up 11 different functions (e.g., buffet dinners) for conferences and meetings. The functions were often set up late and items were often omitted. An analysis suggested that performance problems were the result of weak antecedents, inefficient work procedures, inadequate training and a lack of motivating consequences. An intervention consisting of task checklists, feedback, goal setting, monetary bonuses, training and job aids was designed to enhance the accuracy and timeliness of function setups. Performance increased from an average of 68.8% on the quality measure (accuracy plus timeliness) in baseline, to 99.7% during the intervention phase. Performance decreased to 82.3% during a follow-up phase in which parts of the intervention were discontinued by hotel management. Performance increased to 99.3% with the reintroduction of the intervention phase.

The purpose of the study was to evaluate how augmental rules placed in a workplace setting can increase staff data collection. The agencies included residential settings and day programs for adults with disabilities. The residential settings and day programs are designed to prepare adults to function and live in various settings by promoting independence in daily living, social integration, responsible decision making, and economic self-sufficiency. This study utilized a between group analysis of 25 experimental subjects and a quasi-randomized control group to evaluate the influence of augmental rules to increase data collection behaviors by staff. The results of this study showed that the inclusion of augmental rules resulted in a significant increase in staff data collection compared to the control group (p value of .001)

Performance analysis, based on operant analysis of behavior, has been utilized since the 1960s to investigate behavioral skills or deficits in the workplace. One type of analytical tool is Carr et al.'s Performance Diagnostic Checklist- Human Services (PDC-HS). This functional assessment allows investigators to pinpoint causes of performance issues (e.g., a training issue, task clarification/prompting, insufficient resources/materials/processes, or performance consequences/effort/competition). Typically, the PDC-HS is used with clinicians and therapists. The purpose of this study is to extend Carr et al. by evaluating the PDC-HS in assessing the clinical performance of graduate-level research assistants working at a specialized clinic for the assessment and treatment of severe behavior disorders. For each participant, three supervisors, the study investigator and the participants themselves completed the PDC-HS with respect to the performance concern. Results of the PDCH-HS showed variability in congruence across the three groups of respondents. Due to the occurrence of the global coronavirus disease 2019 (COVID-19) pandemic during the study's investigation, the project was modified to assess different clinical performance involving safety procedures. The PDC-HS was re-administered to assess participants' cleanliness behavior and a subsequent targeted intervention was designed. Results showed no improvement of performance for 4/4 participants in the nontargeted intervention for clinic session performance and an increase for 1 participant in the targeted intervention for the cleanliness performance. Implications of PDC-HS results and limitations are discussed.

ABSTRACT THE EFFECTS OF HOSPITAL UNIT NURSE LEADERS’ PERCEIVED FOLLOWER SUPPORT ON NURSING STAFF PERFORMANCE OUTCOMES by JOY BAILEY Hospital unit nurse leaders are increasingly expected to deliver high quality patient outcomes at less cost yet very little is known about how they accomplish these goals while meeting work force demands and the needs of the organization. Whereas the literature is replete with studies about the work environment of nurses in general, very little has been published that examines the work environment of unit nurse leaders even though, by virtue of their role, they are inextricably linked to both staff performance and patient outcomes and ultimately the success of hospital organizations. The purpose of this study was to examine nursing support relationships (unit nurse leaders’ perceived follower support (PFS), nursing staff perception of leader supportive supervision (SS) and unit nurse leaders’ perceived organizational support), unit nurse leaders’ work stressors (role conflict, workload and span of control) and nursing staff outcomes of work team cohesion (WTC), job satisfaction, absenteeism and turnover intent on the acute care hospital nursing unit. Thirty-two unit nurse leaders from nine urban hospitals, along with 397 of the staff they supervised were surveyed. Seventy-seven percent (n = 305) of the nursing staff were registered nurses; the remaining 23% (n = 92) were nursing assistants and unit secretaries. The average nurse leader’s span of control was 41staff members (SD=43.5; range: 24-135). Most nurse leaders were affiliated with academic medical centers. Results showed that leaders with higher levels of PFS were more likely to display higher levels of SS of their staff and that higher levels of SS were associated with greater WTC, higher staff job satisfaction and increased staff intent to remain with the organization. Supportive supervision mediated the relationship between PFS and staff work team cohesion, job satisfaction and turnover intent. Also the negative effects of nurse leader role conflict on SS weakened with higher PFS. This preliminary study lays the ground work for more expansive studies on supportive interactions between unit nurse leaders and their staff, with potential to inform nurse administrators about the importance of the unit leader/staff relationship and its influence on nursing staff performance outcomes and ultimately patient outcomes.

The purpose of the research was to recommend a model for strategic human resource management through an effective staff performance appraisal system in Botswana public libraries. Performance appraisal is not a new concept; however the evolution of performance appraisal tools and techniques has been slow compared to that of other management fields. This discrepancy is now being realised; organisations are starting to acknowledge the importance of comprehensive, regular appraisal of staff as part of an effective human resource management policy. Human resources are a scarce and valuable tool in any organisation and it is mainly through performance appraisal that they can be developed and maintained, to ensure organisational success. The theory underlying strategic human resource management and performance management has been studied. Empirical research through a questionnaire was carried out in 23 public libraries. From these it was possible to develop a model entitled "A recommended strategic human resource management model". From empirical investigation the main critical qualities for efficient public library services were revealed as enthusiasm; positive attitude; innovative thinking; capability and commitment; critical competencies as expertise; team-building; and leadership; critical external factors as external environment; global competition; shrinking budget; changing library customers and employees' needs and information technology; strategic management issues organisational culture; transformational leadership; employee recognition and reward systems; performance measurement system; productivity improvement; and customer orientation; critical staff issues as sense of purpose and achievement; feeling of self-worth; job-security; recognition; status; career development; and salary; motivational factors as effective communication; job satisfaction; delegation of authority; clear job description; performance feedback; conducive working environment; human resource strategy issues as motivation building among staff;continuous education and development; generating competitive advantage through human resources; and alignment of human resource strategy with strategic management plan. The study recommends a strategic human resource management model for libraries along with: conducive working environment; adequate IT infrastructure to store, organise and retrieve information; staff training for excellent customer service; objective, reward based staff appraisal; performance feedback; performance appraisal should be aligned with staff selection, library mission, staff motivation and promotion in order to use it strategically; and human resource strategy should be developed immediately. / Information Science / D. Litt. et Phil. (Information Science)

The purpose of the research was to recommend a model for strategic human resource management through an effective staff performance appraisal system in Botswana public libraries. Performance appraisal is not a new concept; however the evolution of performance appraisal tools and techniques has been slow compared to that of other management fields. This discrepancy is now being realised; organisations are starting to acknowledge the importance of comprehensive, regular appraisal of staff as part of an effective human resource management policy. Human resources are a scarce and valuable tool in any organisation and it is mainly through performance appraisal that they can be developed and maintained, to ensure organisational success. The theory underlying strategic human resource management and performance management has been studied. Empirical research through a questionnaire was carried out in 23 public libraries. From these it was possible to develop a model entitled "A recommended strategic human resource management model". From empirical investigation the main critical qualities for efficient public library services were revealed as enthusiasm; positive attitude; innovative thinking; capability and commitment; critical competencies as expertise; team-building; and leadership; critical external factors as external environment; global competition; shrinking budget; changing library customers and employees' needs and information technology; strategic management issues organisational culture; transformational leadership; employee recognition and reward systems; performance measurement system; productivity improvement; and customer orientation; critical staff issues as sense of purpose and achievement; feeling of self-worth; job-security; recognition; status; career development; and salary; motivational factors as effective communication; job satisfaction; delegation of authority; clear job description; performance feedback; conducive working environment; human resource strategy issues as motivation building among staff;continuous education and development; generating competitive advantage through human resources; and alignment of human resource strategy with strategic management plan. The study recommends a strategic human resource management model for libraries along with: conducive working environment; adequate IT infrastructure to store, organise and retrieve information; staff training for excellent customer service; objective, reward based staff appraisal; performance feedback; performance appraisal should be aligned with staff selection, library mission, staff motivation and promotion in order to use it strategically; and human resource strategy should be developed immediately. / Information Science / D. Litt. et Phil. (Information Science)