A meta-analysis of the effects of organizational behavior modification on task performance, 1975-95

Article Abstract:

Results of a primary meta-analysis indicated a significant main effect of the organizational behavior modification (O.B. Mod.) approach on task performance (d.=.51; a 17 percent increase) and a significant treatment-by-study interaction. To account for within-group heterogeneity of effect sizes, we conducted a two-level theory-driven moderator analysis by partitioning the sample of studies first into manufacturing and service groups and then into seven classes of reinforcement interventions. Results indicated a stronger average effect of O.B. Mod. in manufacturing organizations, moderation by the type of contingent interventions, and "pairwise" differences among average effect sizes in both organizational types. The practical implications of these findings for solving the challenge of improving performance without adding cost are discussed. (Reprinted by permission of the publisher.)

Behavioral assessment

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Managing Russian factory workers: the impact of U.S.-based behavioral and participative techniques

Article Abstract:

The new internationalization of the field of management has produced growing concern as to whether theories and techniques largely developed in the United States apply to other cultures. A within-subjects experimental design was used to analyze the impacts that three popular and successful techniques used in U.S. studies had on the performance of workers in the largest textile factory in the Russian republic of the former Soviet Union. Two techniques, providing extrinsic rewards and behavioral management, had signifcant, positive effects, but a participative technique led to a decrease in performance. (Reprinted by permission of the publisher.)

Methods, Management, Human resource management, Textile workers

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Organizational commitment: a comparison of American, Japanese, and Korean employees

Article Abstract:

Overall levels of organizational commitment among employees in Japan, Korea and the U.S. are compared, including Korea to provide a comparison of two Asian countries. The relationship between organizational commitment and age and tenure for the three countries are studied, as well as the overall levels of organizational commitment. It is shown that workers in Japan and Korea that showed no difference in the level of organizational commitment are less organizationally committed than employees in the U.S., with the difference found to be relatively insignificant, but the perception that Japanese workers are more committed is clearly refuted.

Social aspects, International aspects, Political aspects, Employee motivation, Organizational effectiveness, Industrial productivity, Working class, organizational behavior

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