Recommended Reading List - Articles

Organizational Behavior Management
 
Austin, J. (2000).  Performance analysis and performance diagnostics.  In J. Austin & J. E. Carr (Eds.), Handbook of applied behavior analysis, (pp. 321-350).  Reno, NV:  Context Press.
 
Rodriguez, M., Wilder, D. A., et al. (2005). Use of the performance diagnostic checklist to select an intervention designed to increase the offering of promotional stamps at two sites of a restaurant franchise. Journal of Organizational Behavior Management, 25, 17-35.
 
Haas, J. R., & Hayes, S. C. (2006).  When knowing you are doing well hinders performance: Exploring the interaction between rules and feedback. Journal of Organizational Behavior Management, 26, 91-112.
 
Kang, K., Oah, S., & Dickinson, A. M. (2003).  The relative effects of differing frequencies of feedback on work performance: A simulation. Journal of Organizational Behavior Management, 23, 21-54.
 
Behavior-Based Safety
 
Alavosius, M., Adams, A., Ahern, D., & Follick, M. (2000).  Behavioral approaches to organizational safety. In J. Austin & J. E. Carr (Eds.), Handbook of applied behavior analysis, (pp. 351-374).  Reno, NV:  Context Press.
 
Alvero, A. M., Rost, K., & Austin, J. (2008).  The safety observer effect: The effects of conducting safety observations. Journal of Safety Research, 39, 365-373.
 
Geller, E. S. (2005). Behavior-based safety and occupational risk management.  Behavior Modification, 29, 539-561.
 
Krause, T. R., Sloat, K. C. M., & Seymour, K. J. (1999).Long-term evaluation of a behavior-based method for improving safety performance:  A meta-analysis of 73 interrupted time-series replications. Safety Science, 32, 1-18.
 
Cooper, M. D. (2006). Exploratory analyses of the effects of managerial support and feedback consequences on behavioral safety maintenance.  Journal of Organizational Behavior Management, 26, 1-41.
 
Alvero, A. M., & Austin, J. (2004).  The effects of conducting behavioral observations on the behavior of the observer. Journal of Applied Behavior Analysis, 37, 457-468.
 
Health & Human Services
 
Reid, D., & Parsons, M. B. (2000).  Organizational behavior management in human service settings.  In J. Austin & J. E. Carr (Eds.), Handbook of applied behavior analysis, (pp. 275-294).  Reno, NV:  Context Press.
 
Roscoe, E., M., Fisher, W. W., Glover, A. C., & Volkert, V. M. (2006). Evaluating the relative effects of feedback and money for staff training of stimulus preference assessments.  Journal of Applied Behavior Analysis, 39, 63-77.
 
Brackett, L., Reid, D. H., & Green, C. W. (2007). Effects of reactivity to observations on staff performance.  Journal of Applied Behavior Analysis, 40, 191-195.
 
Sulzer-Azaroff, B., Pollack, M. J., Hamad, C., & Howley, T. (1998).  Promoting widespread, durable service quality via interlocking contingencies. Research in Developmental Disabilities, 19(1), 39-61.
  
Systems Analysis
 
Rummler, G. A. (2001). Performance logic:  The organization performance Rosetta Stone.  In L. Hayes, J. Austin, R. Houmanfar, & M. Clayton (Eds.) Organizational change (pp. 111-132).  Reno, NV:  Context Press.
 
Diener, L.H., McGee, H.M., Miguel,C.F. (2009). An integrated approach for conducting a behavioral systems analysis. Journal of Organizational Behavior Management, 29, 108-135.
 
Consultation
 
Williams, W. L. (2000).  Behavioral consultation.  In J. Austin & J. E. Carr (Eds.), Handbook of applied behavior analysis, (pp. 375-398).  Reno, NV:  Context Press.
 
Hyatt, S., & Tingstrom, D. (1993).  Consultants’ use of jargon during intervention presentation:  An evaluation of presentation modality and type of intervention.  School Psychology Quarterly, 8(2), 99-109.
 
Goldsmith, M. (2009). Coaching for behavioral change.  Retrieved from:
http://www.marshallgoldsmithlibrary.com/html/marshall/resources.html