Term
The restaurant manager counted the number of tables wiped down at the end of the night. This scenario is an example of which of the following measurement categories in OBM?
A. Quality
B. Quantity
C. Timeliness
D. Cost |
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Definition
|
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Term
ASR
The BCBA scored the RBT’s trials on a task analysis and calculated their accuracy score. This scenario is an example of which of the following measurement categories in OBM?
A. Quality
B. Quantity
C. Timeliness
D. Cost |
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Definition
|
|
Term
Even though the employees were submitting their timesheets at the end of the week, most were not doing it by the required 5pm deadline. This scenario is an example of which of the following measurement categories in OBM?
A. Quality
B. Quantity
C. Timeliness
D. Cost |
|
Definition
|
|
Term
ASR
Adam determines it takes 100 hours’ worth of BCBA-level wages to create an 8-hour staff training. This scenario is an example of which of the following measurement categories in OBM?
A. Quality
B. Quantity
C. Timeliness
D. Cost |
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Definition
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Term
Nova stopped delivering edible reinforcers for appropriate behavior for her client because, halfway through her shift, she ran out of the designated reinforcer.
A. Skill deficit
B. Lack of resources or time
C. Lack of ability
D. Lack of motivation |
|
Definition
| B. Lack of resources or time |
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Term
The supervisor noticed discrepancies in the data an RBT collected. After speaking to the RBT, the supervisor learned that they had never collected skill acquisition data before and had never been trained on the definitions for some of the target behaviors.
A. Skill deficit
B. Lack of resources or time
C. Lack of ability
D. Lack of motivation |
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Definition
|
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Term
ASR
The RBT, Shay, puts the client materials away properly on days when the supervisor is around and observing. When the supervisor is absent, Shay quickly dumps all the materials into a box, instead.
A. Skill deficit
B. Lack of resources or time
C. Lack of ability
D. Lack of motivation |
|
Definition
|
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Term
A supervisor notices that certain items are never put away after Deb’s shift. They talk to Deb and realize that her recent hip replacement keeps her from bending down to reach the shelves where those items are supposed to be stored.
A. Skill deficit
B. Lack of resources or time
C. Lack of ability
D. Lack of motivation |
|
Definition
|
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Term
Which of these is an example of someone using an ABC analysis?
A. Doris meets with the president of the company and presents a summary of the types of consequences that may maintain on-task behavior.
B. Caleb records each time the presentation programmed learning opportunity and what happens before and after.
C. Jerome is consulting with a local pizzeria. He uses an indirect assessment method and looks at components such as skill with using the pizza oven. |
|
Definition
| B. Caleb records each time the presentation programmed learning opportunity and what happens before and after. |
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Term
Which of these is not an example of someone using an ABC analysis?
A. The owner of an ABA clinic interviews the BCBAs to figure out why they are not turning in timecards on time.
B. A manager collects data on what happened before and after each instance of the employee’s problematic behavior. |
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Definition
| A. The owner of an ABA clinic interviews the BCBAs to figure out why they are not turning in timecards on time. |
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Term
Which of these is an example of someone using a PIC/NIC analysis?
A. Frank doesn’t clean up his therapy room after session. The supervisor asks him if he knows he is supposed to put everything away and sanitize before leaving.
B. The manager sends out an email reminding all employees to wear a mask during sessions with clients.
C. Paulina assesses the consequences surrounding an individual’s performance in order to identify the types of consequences that contribute to poor performance and how to change them. |
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Definition
| C. Paulina assesses the consequences surrounding an individual’s performance in order to identify the types of consequences that contribute to poor performance and how to change them. |
|
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Term
Allison has just completed an ABC analysis of the way her staff have been incorrectly and inconsistently filling out their
timesheets at the end of the week. What should Allison do next when using a PIC/NIC analysis?
A. Describe the performance you don’t want and who is doing it (the problem)
B. Describe what this person should be doing (desired behavior)
C. Determine the severity of the problem; if the problem occurs frequently, complete next steps
D. Complete an ABC analysis for the problem performance
E. Complete an ABC analysis for the correct performance
F. Summarize the antecedents and consequences which are presently occurring (the diagnosis) |
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Definition
| E. Complete an ABC analysis for the correct performance |
|
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Term
Henry is conducting an assessment of the RBT’s performance of submitting graphs for monthly review. In the results of the PDC-HS, it becomes clear that there is no formalized training to teach them how to do this task. Henry identifies that this is likely a significant factor in the frequency of late and inaccurate submissions. The PDC-HS indicates an issue in which area?
A. Training
B. Task Clarification and Prompting
C. Resources, Materials, and Processes
D. Performance Consequences, Effort, & Competition |
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Definition
|
|
Term
ASR
Felix works for an agency providing in-home services. The agency provides each client with a materials box to keep in their home, which includes data sheets, session note templates, and other documentation supplies. Felix’s supervisor conducts a PDC-HS and discovers that the boxes frequently go missing because the clients misplace them. The PDC-HS indicates an issue in which area?
A. Training
B. Task Clarification and Prompting
C. Resources, Materials, and Processes
D. Performance Consequences, Effort, & Competition |
|
Definition
| C. Resources, Materials, and Processes |
|
|
Term
ASR
The factory manager puts up signs around the building that say, “Do you have your safety gear on?” Which antecedent intervention is being used?
A. Training
B. Task clarification
C. Job aids
D. Setting/stating goals
E. Reducing task unpleasantness |
|
Definition
|
|
Term
Prior to implementing the new safety alert protocol, each staff member was provided with instructions, a chance to practice, and given feedback. Which antecedent intervention is being used?
A. Training
B. Task clarification
C. Job aids
D. Setting/stating goals
E. Reducing task unpleasantness |
|
Definition
|
|
Term
ASR
After realizing that some clients had waited a week or more to hear back about the status of their services, the intake team set a criterion to reply to all inquiries within 48 hours. Which antecedent intervention is being used?
A. Training
B. Task clarification
C. Job aids
D. Setting/stating goals
E. Reducing task unpleasantness |
|
Definition
|
|
Term
ASR
After therapists had complained about how long and cumbersome the datasheets were, the BCBA changed the data sheet from a fill-in-the-blank form to a drop-down menu. Which antecedent intervention is being used?
A. Training
B. Task clarification
C. Job aids
D. Setting/stating goals
E. Reducing task unpleasantness |
|
Definition
| E. Reducing task unpleasantness |
|
|
Term
The dress code clearly states that all employees must wear closed-toed shoes. Angie shows up to work in flip flops. The supervisor pulls her aside and tells her what the work expectation is and to wear appropriate shoes tomorrow. Which consequence intervention is being used?
A. Feedback
B. Incentives
C. Praise |
|
Definition
|
|
Term
Angie wears closed-toed shoes the next day. The supervisor pulls her aside and thanks her. Which consequence intervention is being used?
A. Feedback
B. Incentives
C. Praise |
|
Definition
|
|
Term
ASR
Employees receive a paid day off if they submit all of their reports on time for one month. Which consequence intervention is being used?
A. Feedback
B. Incentives
C. Praise |
|
Definition
|
|
Term
An organization has been having trouble with one of their teams. The team members often do great work but make errors when developing software. The PIC/NIC results indicate that the manager provides PIC feedback for correct behavior but no information about the errors. They are confused about being told they’re doing great while also being asked to redo their work. The behavior analyst should select which consequence-based intervention?
A. Feedback
B. Incentives
C. Praise |
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Definition
|
|
Term
Susan’s intervention for her employee has been in place for two weeks. Susan is now reviewing the data to determine if the plan is having the desired effect. This is an example of which stage in the performance improvement process?
A. Problem identification
B. Monitoring/evaluating
C. Plan revision
D. Intervention selection |
|
Definition
|
|
Term
ASR
A BCBA observes an RBT implementing an escape extinction procedure. The BCBA identifies that the RBT repeatedly allows short work breaks to occur following the client’s verbal aggression. This is an example of which stage of the performance improvement process?
A. Problem identification
B. Monitoring/evaluating
C. Plan revision
D. Intervention selection |
|
Definition
| A. Problem identification |
|
|
Term
ASR
After sending out a newsletter with an embarrassing misspelling, Sherika used her next team meeting to review the kinds of mistakes to look for while proofreading future communications. Which antecedent intervention is being used?
A. Training
B. Task clarification
C. Job aids
D. Setting/stating goals
E. Reducing task unpleasantness |
|
Definition
|
|
Term
Helena is consulting at a mortgage company to evaluate why employees are making errors when completing documents for home buyers. The results of the PDC indicate that the employees are unable to describe the process for completing documents and are unable to complete the task without errors. Based on the results of the assessment, Helena should select which antecedent- based intervention?
A. Training
B. Task clarification
C. Job aids
D. Setting/stating goals
E. Reducing task unpleasantness |
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Definition
|
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Term
xASR
Jonah is an OBM consultant called in to help the manager increase production because the manager reports that his staff are lazy and only doing what is minimally required. What should Jonah do first when using a PIC/NIC analysis?
A. Describe the performance you don’t want and who is doing it (the problem)
B. Describe what this person should be doing (desired behavior)
C. Determine the severity of the problem; if the problem occurs frequently, complete next steps
D. Complete an ABC analysis for the problem performance
E. Complete an ABC analysis for the correct performance
F. Summarize the antecedents and consequences which are presently occurring (the diagnosis) |
|
Definition
| A. Describe the performance you don’t want and who is doing it (the problem) |
|
|
Term
Sheila records the number of shipments her warehouse team delivered on time. This scenario exemplifies which of the following measurement categories in OBM?
A. Quality
B. Quantity
C. Timeliness
D. Cost |
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Definition
|
|
Term
Which of the following scenarios exemplifies an individual using timeliness to measure performance?
A. Frankie watched his BCaBA supervisee deliver caregiver training and noted how well he described procedures without using much jargon.
B. Barbara recorded her RBT’s rate of presenting teaching trials and noted this in her feedback.
C. Sanjay noted the amount of money lost due to managers comping meals at the restaurant and whether this could be decreased.
D. Rochelle watched her newly hired staff to see how long it took him to complete the end-of-day task. |
|
Definition
| D. Rochelle watched her newly hired staff to see how long it took him to complete the end-of-day task. |
|
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Term
Harvey is on multiple teams at his company. He recently received a high-priority task from the CEO, which required considerable effort. Unfortunately, Harvey could not complete several of his duties related to his other teams this week. This scenario exemplifies a staff performance problem due to a ____.
A. Skill deficit
B. Lack of resources or time
C. Lack of ability
D. Lack of motivation |
|
Definition
| B. Lack of resources or time |
|
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Term
Dwight was usually the best salesperson in the office. However, after a recent change in sales commission, he started to slow down on calling customers and finding new ones, resulting in a downturn in his numbers. This scenario exemplifies a staff performance problem due to a ____.
A. Skill deficit
B. Lack of resources or time
C. Lack of ability
D. Lack of motivation |
|
Definition
|
|
Term
Scenario A: Francis’s Observation
Francis works as a consultant at an organization. She has been gathering data regarding employee performance problems and has recently completed her first round of interviews. Francis and the CEO agree that she should start observing employees around the company. Francis monitors an employee and notes what he does when he receives a message from his boss and how his boss responds immediately after the employee completes the task.
Scenario B: Joann’s Interview
Joann works in the Training and Development department at her company. She works internally with leaders to develop methods to maximize employee performance. She recently met with Cecelia, a supervisor, to discuss a supervisee’s performance problem. Joann asks Cecelia what normally evokes the problem and how Cecelia has responded to the behavior in the past. Joann believes that these responses are good starting point to investigate further.
Which of these scenarios exemplifies someone using an ABC analysis?
A. Scenario A: Francis’s Observation
B. Scenario B: Joann’s Interview
C. Both these scenarios
D. Neither scenario |
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Definition
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Term
Daniella works in internal performance management at her company. Her supervisor recently told her about a tool called a “PIC/NIC analysis” that can be used to assess employee performance problems. Daniella wants to use the PIC/NIC analysis to assist a supervisor who has had noted issues with her supervisees failing to complete certain job duties. What should Daniella do first when using a PIC/NIC analysis?
A. Complete an ABC analysis for the problem performance
B. Have the supervisor describe what her supervisees should be doing
C. Have the supervisor describe the performance she doesn’t want and who is doing it
D. Determine the severity of the problem |
|
Definition
| C. Have the supervisor describe the performance she doesn’t want and who is doing it |
|
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Term
Consultant Lorraine used the PDC-HS to interview Ramon, a clinical director, regarding his staff’s performance. Ramon expects his team to complete a weekly summary regarding services that he then uses to assess conditions at the clinic. However, they have not been doing this. When Lorraine asked if the staff had been informed about this and if he had ever given them reminders, Ramon noted that this could be an area he could improve upon. The PDC-HS indicates an issue in which place?
A. Training
B. Task Clarification and Prompting
C. Resources, Materials, and Processes
D. Performance Consequences, Effort, & Competition |
|
Definition
| B. Task Clarification and Prompting (lack of instructions, reminders) |
|
|
Term
Edgar assigns a BCBA several assessments and transition templates to complete during the month. He tells the BCBA that he would ideally like the BCBA to complete all four assessments by the end of the month, and the transition templates should be done within the next ten days. Which antecedent intervention is being used in this scenario?
A. Training
B. Task clarification/checklists
C. Job aids
D. Setting/stating goals
E. Reducing task unpleasantness |
|
Definition
|
|
Term
April assists her clinical manager in organizing the boxes in the clinic’s storage room. April enters the room carrying a stack of data sheets and assessment graphs often used during onboarding. She is unsure where these items go until she sees a Post-it note reading “training materials” on a filing cabinet. April places the materials away in their proper location. This scenario exemplifies which antecedent intervention?
A. Training
B. Task clarification/checklists
C. Job aids
D. Setting/stating goals
E. Reducing task unpleasantness |
|
Definition
| C. Job aids (the Post-it note prompts the appropriate behavior) |
|
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Term
Pablo works with a newly hired team member, Keith, at the restaurant. Keith has never worked at restaurants before, so many of the skills he is learning are brand new to him. Pablo teaches him to use the register by telling Keith what steps to take, showing him what to do, and then allowing him to practice. This scenario exemplifies which intervention?
A. Feedback
B. Training
C. Task clarification/checklists
D. Setting/stating goals
E. Reducing task unpleasantness |
|
Definition
|
|
Term
The intervention that Susan has put into place for her staff member has been in place for two weeks. Susan is reviewing the data for that period to determine if the plan has the desired effect. Which stage in the performance improvement process does this scenario exemplify?
A. Problem identification
B. Monitoring and evaluation
C. Plan revision
D. Intervention selection |
|
Definition
| B. Monitoring and evaluation |
|
|
Term
Robin is completing a PIC/NIC analysis with a consultant- client. She has the client describe what performance problem he sees from staff. He expressed that staff were not debriefing parents when they picked up their children from the clinic. What should Robin do next when using a PIC/NIC analysis?
A. Recommend a solution based on her findings
B. Have the client describe what staff should be doing instead
C. Determine the severity of the problem
D. Complete an ABC analysis for the problem performance |
|
Definition
B. Have the client describe what staff should be doing instead (Step 2. Robin has already completed step 1.)
Recommend a solution based on her findings (after completing the assessment)
Determine the severity of the problem (Step 3)
Complete an ABC analysis for the problem performance (Step 4) |
|
|
Term
Which of the following scenarios exemplifies an individual using quality to measure performance?
A. Lynda observed the interaction between Cesar and the customer and gave him feedback afterward regarding how it went.
B. Wendy measured how much the clinic spent onboarding new staff compared to the company’s profit.
C. Pauline recorded how long it took her employee to finish calling a customer.
D. Mario measured how much of the new product his team sold by the end of the week. |
|
Definition
| A. Lynda observed the interaction between Cesar and the customer and gave him feedback afterward regarding how it went. |
|
|
Term
After her supervision session, Faith spoke to her RBT supervisee, Andrew. Faith highlighted behavior during the client’s session that she would like to see Andrew continue to do in the future and specific things he should do differently. She highlighted why he should make these changes. This scenario exemplifies which intervention?
A. Feedback
B. Incentives
C. Praise |
|
Definition
|
|
Term
Larry has noticed that staff morale is lower, with many taking more frequent and extensive breaks throughout the day. He has heard some complaints about the “new” chairs Larry bought at a garage sale being incredibly uncomfortable. He decides to switch them out with more ergonomic seats and notices that staff morale improves quickly. This scenario exemplifies which intervention?
A. Training
B. Task clarification/checklists
C. Job aids
D. Setting/stating goals
E. Reducing task unpleasantness |
|
Definition
| E. Reducing task unpleasantness |
|
|
Term
Carl uses a PDC-HS during his interview with an adult day program supervisor, Jon. The program has recently faced issues with staff not completing their end-of-day tasks. Jon indicated that staff had been informed about these tasks but admitted that he had never seen them accurately perform those duties. Carl asked Jon if he believed staff could describe the jobs they were supposed to complete, and Jon answered, “No.” The PDC- HS indicates an issue in which area?
A. Training
B. Task Clarification and Prompting
C. Resources, Materials, and Processes
D. Performance Consequences, Effort, & Competition |
|
Definition
|
|
Term
Wade calculates how much the organization spends on training new hires and compares this to the money that the newly hired staff brings in. This scenario exemplifies which of the following measurement categories in OBM?
A. Quality
B. Quantity
C. Timeliness
D. Cost |
|
Definition
|
|
Term
Which of the following scenarios exemplifies an individual using quantity to measure performance?
A. Randy inspected the wells behind the bar and how thoroughly the night team cleaned them before closing.
B. Kate counted the times her team member mentioned the daily specials during an interaction with a customer.
C. Brent calculated whether the value received by the company was worth investing in continuing education credits for his staff.
D. Dana observed her salesperson and noted how long it took for him to make a sale. |
|
Definition
| B. Kate counted the times her team member mentioned the daily specials during an interaction with a customer. |
|
|
Term
Todd worked at a bar. At the end of the shift, staff must clean all the wells thoroughly and cover the bottles to prevent attracting fruit flies. His manager recently reprimanded him for failing to wipe down the stools. Todd, who had only been at the bar for a few weeks, apologized and said that he had ”no idea ” he was supposed to do that and promised to do so moving forward. This scenario exemplifies a staff performance problem due to a ____.
A. Skill deficit
B. Lack of resources or time
C. Lack of ability
D. Lack of motivation |
|
Definition
|
|
Term
Tyler is the clinical director of a center. When an employee clocks in on time or early, he hands them a ticket to the lottery he conducts at the end of the month. They are able to win various prizes. This scenario exemplifies which intervention?
A. Feedback
B. Incentives
C. Praise |
|
Definition
|
|
Term
Alexander recently began a new job as an RBT. When he started with his first client, his BCBA supervisor handed him a binder with all his client’s programs. However, he often omitted several programs for which he had no idea how to conduct or collect data. This scenario exemplifies a staff performance problem due to a ____.
A. Skill deficit
B. Lack of resources or time
C. Lack of ability
D. Lack of motivation |
|
Definition
|
|
Term
Marguerite works in the performance management department of her organization. Her CEO has recently tasked Marguerite with discovering why there have been increased client complaints regarding services. Marguerite interviews several supervisors and frontline staff using PDC and PIC/NIC analysis tools. Which stage in the performance improvement process does this scenario exemplify?
A. Plan revision
B. Intervention selection
C. Assessment
D. Monitoring and evaluation |
|
Definition
|
|
Term
Questions such as “has the employee been informed that they are expected to perform the task” and ”is a job aid for completing the task visibly located in the task area” can be found in which section of the PDC- HS?
A. Training
B. Task Clarification & Prompting
C. Resources, Materials, & Processes
D. Performance, Consequences, Effort, & Competition |
|
Definition
| B. Task Clarification & Prompting |
|
|
Term
Sheldon recently completed several interviews and observations with staff at a school. He learned more about why staff were incorrectly completing their reports and discovered that it was due to poor feedback and a lack of reminders. Sheldon presents his findings to the school’s director and describes each proposed solution’s pros and cons. Which stage in the performance improvement process does this scenario exemplify?
A. Problem identification
B. Intervention selection
C. Intervention implementation
D. Monitoring and evaluation |
|
Definition
| B. Intervention selection |
|
|
Term
Sonya’s clinic is switching to electronic data collection. She provides all her staff with a handout detailing the steps to log in and how to transfer their clients’ data to the new system. The sheet includes pictures of what the staff’s screen should display during each step. This scenario exemplifies which intervention?
A. Training
B. Task clarification/checklists
C. Job aids
D. Setting/stating goals
E. Reducing task unpleasantness |
|
Definition
| B. Task clarification/checklists |
|
|
Term
Candice is interviewing the manager of a group home. She is using the PDC-HS to gather more information on why the manager is seeing a decline in employee performance, explicitly regarding accurately reporting services. Candace asks if the manager ever provides employees with information on how to improve. The manager says ”no” but that employees “should know since that is part of their job.” The PDC-HS indicates an issue in which area?
A. Training
B. Task Clarification and Prompting
C. Resources, Materials, and Processes
D. Performance Consequences, Effort, & Competition |
|
Definition
| D. Performance Consequences, Effort, & Competition (lack of feedback) |
|
|
Term
Joy had completed numerous assessments during her time at the company. However, her supervisor recently noticed Joy submitted reports past the deadline. Joy had not received additional duties that prevented her from turning in the assessments on time. This scenario exemplifies a staff performance problem due to a ____.
A. Skill deficit
B. Lack of resources or time
C. Lack of ability
D. Lack of motivation |
|
Definition
|
|
Term
Jennie is a BCBA at a clinic. She often is tasked with completing initial skill assessments since she has done them numerous times. However, the clinic only has one VB-MAPP, which another BCBA is currently using. She could not complete the skills assessment by the deadline because of this. This scenario exemplifies a staff performance problem due to a ____.
A. Skill deficit
B. Lack of resources or time
C. Lack of ability
D. Lack of motivation |
|
Definition
| B. Lack of resources or time |
|
|
Term
RBT Theresa was recently recovering from a broken arm, severely impacting her mobility. Since then, certain movements have been difficult. She avoided conducting programs involving large motor movements with her client, resulting in incomplete weekly goals. This scenario exemplifies a staff performance problem due to a ____.
A. Skill deficit
B. Lack of resources or time
C. Lack of ability
D. Lack of motivation |
|
Definition
|
|
Term
Eleanor is consulting at a center for children with developmental disabilities. Specifically, she is helping the Clinical Director to improve staff performance. During an interview, she uses the PDC- HS and learns that BCBAs are not appropriately completing skill assessments, such as the VB-MAPP and ABLLS. She interviews a BCBA and asks about the tools needed to complete this task. The BCBA answers, “We don’t really have ‘kits.’ They’re more so just a random assortment of stuff. The center doesn’t give us what we need to complete these assessments appropriately. The PDC-HS indicates an issue in which area?
A. Training
B. Task Clarification and Prompting
C. Resources, Materials, and Processes (materials not suited for the job)
D. Performance Consequences, Effort, & Competition |
|
Definition
| C. Resources, Materials, and Processes (materials not suited for the job) |
|
|
Term
Allison has just completed an ABC analysis of how her staff has been incorrectly and inconsistently filling out their timesheets at the end of the week. What should Allison do next when using a PIC/NIC analysis?
A. Determine the severity of the problem
B. Summarize the antecedents and consequences which are presently occurring
C. Complete an ABC analysis for the correct performance
D. Categorize the potential consequences for the problem and correct performance |
|
Definition
| C. Complete an ABC analysis for the correct performance |
|
|
Term
Which of the following scenarios exemplifies an individual using cost to measure performance?
A. Essie assessed whether staff locked their computers before stepping away from them.
B. Hilda measured how much money was lost due to staff having to repeat steps in the process due to errors in the sales process.
C. Raul paid close attention to how the personal training delivered feedback to the client, specifically if he was noting subtle movements and paying attention to the client’s form.
D. Natalie observed her supervisee and recorded his time to complete graph updates. |
|
Definition
| B. Hilda measured how much money was lost due to staff having to repeat steps in the process due to errors in the sales process. |
|
|
Term
During an interview, Stuart notes all the potential consequences Bethany’s employees may face after engaging in unsafe behavior in the warehouse. He places each consequence into several categories, including whether they are likely to happen or if the consequence is a potentially good or bad outcome. This scenario is an example of a(n) _____.
PIC/NIC Analysis
performance assessment
Performance Diagnostic Checklist (PDC) |
|
Definition
|
|
Term
The BCBA sets up a system in which employees get $10 for every 20 dolls assembled correctly.
a. Performance Management (PM)
b. Behavior Systems Analysis (BSA)
c. Performance-Based Pay (PBP)
d. Behavior-Based Safety (BBS) |
|
Definition
| c. Performance-Based Pay (PBP) |
|
|
Term
The BCBA evaluates an RBT’s data entry for accuracy and timeliness.
This is an example of which?
a. Performer(Job)
b. Process (Task)
c. Organization (Big Picture) |
|
Definition
|
|
Term
The BCBA evaluates the overall structure of the clinic and its departments.
This is an example of which?
a. Performer (Job)
b. Process (Task)
c. Organization (Big Picture) |
|
Definition
| c. Organization (Big Picture) |
|
|
Term
The BCBA evaluates onboarding for new employees to see if it can be streamlined.
This is an example of which?
a. Performer (Job)
b. Process (Task)
c. Organization (Big Picture) |
|
Definition
|
|
Term
Which is an example of the PIC/NIC assessment?
a. Jerome is consulting with a local pizzeria. Jerome uses an indirect assessment method and looks at components such as skill with using the pizza oven.
b. Frank doesn’t clean up his therapy room after session. The supervisor asks him if he knows he is supposed to put everything away and sanitize before leaving.
c. During the assessment, Paulina focused on the consequences surrounding the individual’s performance. She wanted to identify the positive and immediate consequences that contributed to poor performance and set up immediate and certain consequences for desired performance.
d. The manager sends out an email reminding all employees to wear a mask during sessions with clients. |
|
Definition
| c. During the assessment, Paulina focused on the consequences surrounding the individual’s performance. She wanted to identify the positive and immediate consequences that contributed to poor performance and set up immediate and certain consequences for desired performance. |
|
|
Term
Jonah is an OBM consultant called in to help the manager increase production because the manager reports that his staff are lazy and only doing what is minimally required.
What should Jonah do first?
a. Describe the performance you don’t want and who is doing it (the problem)
b. Describe what this person should be doing (desired behavior)
c. Determine the severity of the problem; if the problem occurs
frequently, complete next steps
d. Complete an ABC assessment for the problem performance
e. Complete an ABC assessment for the correct performance
f. Summarize the antecedents and consequences which are
presently occurring (the diagnosis)
g. Add “positive, immediate, and certain” consequences and
antecedents for the correct performance (the solution) |
|
Definition
| a. Describe the performance you don’t want and who is doing it (the problem) |
|
|
Term
Henry is conducting an assessment of the RBT employees’ performance regarding how to submit graphs for monthly review to supervisors. The PDC-HS, results make it clear that there is no formalized BST (Behavior Skills Training) used to teach RBTs how to prepare and submit graphs. Henry identifies that this is likely a significant factor in the poor timely and accurate submission of the monthly graphs.
The PDC indicates an issue in which area?
a. Antecedents and SDs
b. Equipment and Processes
c. Knowledge and Skills
d. Consequences and Outcomes |
|
Definition
|
|
Term
At the start of the new fiscal year, the organization started offering incentives based on quarterly performance.
This is an example of which?
a. Define and Identify Problem
b. Assess the Problem
c. Plan and Select Intervention
d. Implement the Intervention
e. Monitor and Evaluate Intervention
f. Revise Plan and Intervention |
|
Definition
| d. Implement the Intervention |
|
|
Term
Virgil manages a restaurant and oversees the delivery of raw meat and produce from the supplier. Once the materials are safely stored, staff prepare condiments, sauces, and vegetables used in many of the restaurant’s signature menu items. The food and beverages received by the customers exemplify which component of an organizational system?
A. Inputs
B. Processes
C. Outputs
D. Goals |
|
Definition
|
|
Term
Ralph instructs his team of BCBAs that he wants at least four of the eight clients awaiting services to be onboarded by the end of the month. This scenario exemplifies which component of an organizational system?
A. Inputs
B. Processes
C. Outputs
D. Goals |
|
Definition
|
|
Term
An IEP report details the gains a student made throughout the school year. This is an example of a(n) _______.
Behavioral Product
Aggregate Product
Process Level
Resources and suppliers |
|
Definition
|
|
Term
Which of these is an example of a behavioral product?
A. A list of CEUs completed throughout a certification cycle
B. A filled out data sheet
C. A transcript displaying finals grades achieved throughout the entire graduate program
D. A CV displaying an applicant’s entire work history |
|
Definition
| B. A filled out data sheet |
|
|
Term
Caleb speaks with Victoria regarding her company. She describes how her clinic receives reimbursement from insurance companies and delivers services to customers. She mentions that there are several competitors nearby and they often struggle to attract new clients. This scenario exemplifies analysis at which level of BSA?
A. Organizational level
B. Process level
C. Job/performer level |
|
Definition
A. Organizational level
• View of basic structures
• Two views
– External: org. and external environment
– Internal: relationship between departments/functions |
|
|
Term
A local gym is creating an organizational system map. When creating the map, the general manager states that it is crucial to focus on the information members provide and evaluate it, as memberships are how the gym makes a profit. The gym recently received complaints from members regarding weights not being re-racked. The general manager instructed staff to place signs near the weights and provide members with feedback. This scenario describes which component of an organizational system map?
A. Products/services and consumers
B. Environmental factors
C. Products/service measures and consumer feedback measures
D. Competition |
|
Definition
| C. Products/service measures and consumer feedback measures |
|
|
Term
Alan recently started his own ABA company. Rather than accepting funds and referrals from insurance companies, he aimed to directly help uninsured individuals find providers and receive affordable care. Alan believed that everyone needing ABA services deserved to benefit from the science of human behavior to improve their lives. This scenario describes which component of an organizational system map?
A. General agency information
B. Agency mission
C. Products/services and consumers
D. Competition |
|
Definition
|
|
Term
April owns a small publishing company. While the company started slowly, work has recently picked up. The company received several manuscripts from authors that April then assigned to the members of her editing team. She also has her art designers start creating covers, who then send the ideas to the marketing team so they can begin developing promotional materials. The manuscripts received from the author in this scenario describe which component of the relationship map?
A. Departments/functions
B. Inputs
C. Departments/functions and/or suppliers that provide the inputs
D. Outputs
E. Departments/functions and/or external customers that receive outputs |
|
Definition
B. Inputs (the manuscripts from the authors)
*
A. Departments/functions (e.g., management, marketing, editing)
C. Departments/functions and/or suppliers that provide the inputs (April, the owner/director, receives the manuscripts from the authors)
D. Outputs (marketing material)
E. Departments/functions and/or external customers that receive outputs (the marketing team delivers promotional materials seen by the consumers) |
|
|
Term
An instructional design company has several different processes to ensure they deliver quality customer service. Sales representatives directly interact with customers by offering products and services that best suit their needs. HR provides numerous resources to employees to ensure that they feel supported both on the job and at home and improve by collecting employee feedback. The leadership team regularly meets to discuss the organization's current state and assess how to move the company forward. Which part of this example is the primary/core process within the organization?
A. Collecting employee feedback to help them feel supported on the job and at home (i.e., the internal HR feedback process)
B. Offering products and services that best suit customer needs (i.e., the sales process)
C. Meeting regularly to discuss the organization's current state and how to move the company forward (i.e., the strategic planning process) |
|
Definition
B. Offering products and services that best suit customer needs (i.e., the sales process) – primary/core process (directly seen by the consumer)
*A. Collecting employee feedback to help them feel supported on the job and at home (i.e., the internal HR feedback process) – secondary/support process (necessary, but not seen by the consumer)
C. Meeting regularly to discuss the organization's current state and how to move the company forward (i.e., the strategic planning process) – Management process (conducted by leadership) |
|
|
Term
Despite all staff being at workload capacity, the ABA company continued to accept more cases. The waitlist continued to grow, with potential clients not receiving any services. Which type of process waste does this scenario describe?
A. Transportation
B. Inventory
C. Waiting
D. Overprocessing
E. Moton
F. overproduction
G. defects
H. skills |
|
Definition
B. Inventory (stockpiling customers without delivering services)
inventory: Gathering, storing unneeded products |
|
|
Term
Shawna informs all staff members that they must come for at least two hours on Friday for a mandatory, in-person meeting. Despite most staff working from home, many attend the meeting, although they complain that they lost a lot of hours of productivity to attend an ultimately unnecessary meeting. Which type of process waste does this scenario describe?
A. Transportation
B. Inventory
C. Waiting
D. Overprocessing
E. Moton
F. overproduction
G. defects
H. skills |
|
Definition
A. Transportation
*Movement of people, tools further than necessary
**Motion (refers to short distance) |
|
|
Term
After hearing Yovani’s sales pitch, a customer agrees to purchase a new vacuum. The customer’s agreement is an example of which part of the Human Performance System?
A. Inputs
B. Performers
C. Outputs
D. Consequences
E. Feedback |
|
Definition
|
|
Term
A mortgage company is creating an organizational system map. When developing the map, the owner states that there should be an emphasis on the factors outside of the company's control that impacts business, specifically, the impact of the economy and interest rates on homes. This scenario describes which component of an organizational system map?
A. Products/service measures and consumer feedback measures
B. Agency mission
C. Environmental factors
D. Competition |
|
Definition
|
|
Term
Multiple servers came to take his drink order throughout the customer's meal, forcing him to repeatedly state that someone else had already done so. Which type of process waste does this scenario describe?
A. Transportation
B. Inventory
C. Waiting
D. Overprocessing
E. Moton
F. overproduction
G. defects
H. skills |
|
Definition
D. Overprocessing
Doing more than what the customer wants |
|
|
Term
Whenever Nelson’s company received a referral to complete a functional analysis, he often takes time to analyze all the other company’s client goals and write his recommendations for each program, despite them not asking for that service. Which type of process waste does this scenario describe?
A. Transportation
B. Inventory
C. Waiting
D. Overprocessing
E. Moton
F. overproduction
G. defects
H. skills |
|
Definition
| F. Overproduction (doing more work than what was asked for) |
|
|
Term
Poppy submits completed medication logs each morning after the night shift at the group home. The completed medication logs represent which component of a Human Performance System?
A. Inputs
B. Performers
C. Outputs
D. Consequences
E. Feedback |
|
Definition
|
|
Term
The HR team comprises Darrell, Judy, and Joan, who split their duties. What component of a Human Performance System does this scenario describe?
A. Inputs
B. Performers
C. Outputs
D. Consequences
E. Feedback |
|
Definition
|
|
Term
Which of these is an example of an aggregate product?
A. An empty plate left over after completing a meal
B. A broken vase that fell while the housekeeper was cleaning
C. A reauthorization report detailing progress on several programs over the last six months
D. A completed report |
|
Definition
| C. A reauthorization report detailing progress on several programs over the last six months |
|
|
Term
Liz examines the interactions between the billing and case management departments when looking at reimbursement. This scenario exemplifies analysis at which level of BSA?
A. Organizational level
B. Process level
C. Job/performerlevel |
|
Definition
|
|
Term
The clinic had one VB-MAPP kit. However, BCBAs often left the kit in whichever room they completed their assessment. When other BCBAs needed the kit, they often wasted time and effort searching everywhere for it. Which type of process waste does this scenario describe?
A. Transportation
B. Inventory
C. Waiting
D. Overprocessing
E. Moton
F. overproduction
G. defects
H. skills |
|
Definition
| E. Motion (wasted time due to excessive movement) |
|
|
Term
Because of the lack of standardized ways to write programs, BCBAs often wasted time re-doing each other’s work to fit their preferred method. Which type of process waste does this scenario describe?
A. Transportation
B. Inventory
C. Waiting
D. Overprocessing
E. Moton
F. overproduction
G. defects
H. skills |
|
Definition
B. Defects
Creating, fixing something that doesn’t meet requirements |
|
|
Term
The owner of a law firm is considering opening up a new office in another area. After researching the location, the CEO has gained information on other providers in the area, their services, and their sizes. This scenario describes which component of an organizational system map?
A. General agency information
B. Competition
C. Products/services and consumers
D. Environmental factors |
|
Definition
|
|
Term
Before creating materials for his client, Percy waits for his BCBA supervisor to send him instructions and examples of what they need. Regarding creating program materials, the BCBA’s instructions represent which component of a Human Performance System?
A. Inputs
B. Performers
C. Outputs
D. Consequences
E. Feedback |
|
Definition
|
|
Term
Which of the following scenarios exemplifies organizational behavior management (OBM)?
A. Luis completes an MSWO with a student and notes that the sound book was the most preferred item in the array.
B. Monica completes an assessment and determines that her supervisees would benefit from prompts and clear, measurable goals.
C. Jerry measures the pecking rate of pigeons who received a reinforcer on a VI5 schedule compared to a group on a VR7.
D. When onboarding new interns, Lin provides a survey to determine the best fitting department for them. |
|
Definition
| B. Monica completes an assessment and determines that her supervisees would benefit from prompts and clear, measurable goals. (specifically, performance management) |
|
|
Term
While onboarding new staff, the recruiter, Joey, often had to deal with frustrated new hires who often did not hear back from him for at least 24 hours whenever they sent an email. The issue occurred because Joey often had to email the head of the HR department before answering any questions, and she almost always responded slowly due to her workload. Which type of process waste does this scenario describe?
A. Transportation
B. Inventory
C. Waiting
D. Overprocessing
E. Moton
F. overproduction
G. defects
H. skills |
|
Definition
| C. Waiting (onboarding delayed to excessive waiting) |
|
|
Term
The bartender creates a cocktail using fresh ingredients and several spirits. This is an example of a(n) _______
A. Aggregate product
B. Behavioral product
C. input
D. output |
|
Definition
|
|
Term
Which of the following scenarios exemplifies performance management?
A. The PDC suggested that Han provide more immediate feedback to his employees after completing a task.
B. Yvette examined the organization’s reimbursement process, including what departments and performers were involved.
C. To assess the toy’s efficacy as a reinforcer, Billy provided a progressive ration schedule.
D. Jesenia noted the company’s safety practices and why employees avoided following the current policies. |
|
Definition
| A. The PDC suggested that Han provide more immediate feedback to his employees after completing a task. |
|
|
Term
Denae owns a highly revered bakery in town. With help from her business partner, she creates an organizational system map. While outlining different processes, she indicates that she receives her supplies, including produce and grains, from local farmers and turns them into baked goods purchased by her customers. She works very closely with these vendors and inspects every product she receives. This scenario describes which component of an organizational system map?
A. General agency information
B. Environmental factors
C. Products/services and consumers
D. Resources and suppliers |
|
Definition
| D. Resources and suppliers |
|
|
Term
Sherri works at a small business that provides services such as speech-language and occupational therapy to young children. She usually receives referrals from a nearby ABA clinic. She then gets in contact with the potential client and schedules an interview. She assigns the client to an assessor if she determines they are a good fit for services. Receiving referrals, contacting the potential client, and scheduling an interview all exemplify which component of an organizational system?
A. Inputs
B. Processes
C. Outputs
D. Goals |
|
Definition
|
|
Term
Denae owns a highly revered bakery in town. She receives her supplies, including produce and grains, from local farmers and turns them into baked goods enjoyed by all. The produce in this scenario exemplifies which component of an organizational system?
A. Inputs
B. Processes
C. Outputs
D. Goals |
|
Definition
|
|
Term
After finishing a consultation, Bradley sends a survey to his former client, asking them for ways to improve his services in the future. The information from the survey represents which component of a Human Performance System?
A. Inputs
B. Performers
C. Outputs
D. Consequences
E. Feedback |
|
Definition
|
|
Term
ABAT, Inc. develops products and services for organizations wanting to learn more about the science of human behavior. The company employs dozens of individuals across various teams and has clients, including universities, organizations, and individuals seeking continuing education. This scenario describes which component of an organizational system map?
A. Products/service measures and consumer feedback measures
B. Products/services and consumers
C. General agency information
D. Environmental factors |
|
Definition
| C. General agency information |
|
|
Term
An ABA clinic has several processes to ensure clients receive optimal care that significantly improves their quality of life. Frontline staff implement programs to teach clients new skills. The quality assurance department provides in-house training to ensure staff maintain their performance while learning ways to improve their services. The leadership team reviews performance data and allocates staff training and management resources. Which part of this scenario exemplifies the secondary/support process within the organization?
A. Quality assurance delivering in-house training
B. Frontline staff implementing programs with clients
C. Leadership allocating funds |
|
Definition
A. Quality assurance delivering in-house training – secondary/support process (necessary, but not seen by the consumer)
*
B. Frontline staff implementing programs with clients – primary/core process (directly seen by the consumer)
C. Leadership allocating funds – management process (conducted by leadership) |
|
|
Term
Which of the following scenarios exemplifies behavioral systems analysis (BSA)?
A. After completing a PDC-HS, Maricruz recommends replacing the company’s equipment as it hinders employee performance.
B. Gilbert developed a treatment package with a high-probability request sequence and a token economy for his student.
C. Korey develops a scorecard as the company prepares a new system to tie employee compensation to performance.
D. Lanora notes information from the company’s CEO regarding how incoming resources eventually become products external customers |
|
Definition
| D. Lanora notes information from the company’s CEO regarding how incoming resources eventually become products external customers receive. |
|
|
Term
Isabel had extensive training in performance management and improving staff services. However, she was hired as a frontline BCBA and her knowledge was rarely, if ever, used by the leadership team. Which type of process waste does this scenario describe?
A. Transportation
B. Inventory
C. Waiting
D. Overprocessing
E. Moton
F. overproduction
G. defects
H. skills |
|
Definition
|
|
Term
Jimmy learns that the trainer’s role involves receiving recommendations directly from the CoO and developing a plan to tackle the organization’s needs. The trainer also delivers training and subsequently receives feedback from attendees and uses this information to improve future products. This scenario is an example of analysis at which level of BSA?
A. Organizational level
B. Process level
C. Job/performer level |
|
Definition
|
|
Term
Jacob has recently opened a gourmet food shop. He’s creating an organizational system map and writes the company’s goal is to provide the community with unique taste and drink experiences. He adds that the store should only carry exceptional food and drink options not available in any nearby competitor locations. Focusing on finding unique food and drink items describes which component of an organizational system map?
A. General agency information
B. Products/services and consumers
C. Resources and suppliers
D. Products/service measures and consumer feedback measures |
|
Definition
| B. Products/services and consumers |
|
|
Term
Carmine owns a restaurant. He navigates several processes with the staff to keep the restaurant running. Staff work together to ensure orders are taken and delivered within a short amount of time. Behind the scenes, the head chef inspects his team as they prepare dishes and keep the kitchen clean. The restaurant’s general manager works with Carmine to review numbers and ensure they keep costs low while retaining quality service. Which part of this scenario exemplifies the management process within the organization?
A. Inspecting staff as they prepare dishes and keep the kitchen clean
B. Taking and delivering orders promptly
C. Reviewing numbers to ensure costs are kept low and quality high |
|
Definition
C. Reviewing numbers to ensure costs are kept low and quality high – management process (conducted by leadership)
*A. Inspecting staff as they prepare dishes and keep the kitchen clean – secondary/support (necessary, but not seen by the consumer)
B. Taking and delivering orders promptly – primary/core process (directly seen by the consumer) |
|
|
Term
Which of these is an example of OBM?
A. Stella analyzes safety protocols currently in place at the company and notes the frequency of staff feedback on properly wearing safety equipment.
B. Ethel frequently has employees complete surveys where on a scale of 1-5, they rate their overall satisfaction with their current position within the company. She then compiles the results and delivers them to her boss.
C. Bryant works in the HR department of his company. He regularly greets staff members on his way into the office.
D. Eddie works one-on-one with a client, using the principles of behavior analysis to increase the rate of verbal operants according to his supervisor's training. |
|
Definition
| A. Stella analyzes safety protocols currently in place at the company and notes the frequency of staff feedback on properly wearing safety equipment. |
|
|
Term
Which of these is NOT an example of performance management?
A. A retail outlet store has hired Bonnie to determine merchandise issues, specifically the process by which products make it out onto the shelves so customers may purchase them.
B. Serena provides written praise to employees who submit their timesheets on time for each pay period.
C. Vicky develops a level system where staff can qualify for various bonuses based on sales.
D. Austin uses an assessment to note potential antecedents, consequences, and other environmental factors affecting his supervisee's behavior during sessions. |
|
Definition
| A. A retail outlet store has hired Bonnie to determine merchandise issues, specifically the process by which products make it out onto the shelves so customers may purchase them. |
|
|
Term
Which of these is an example of BSA?
A. The store manager purchases new shelving dividers and labels to assist staff.
B. Chester posts a sign at the door reminding staff to wash their hands when entering the building from the playground.
C. Amanda reviews the scheduling procedure and determines that additional technology resources would help reduce last minute cancellations.
D. As a supervisor, Lisa takes data as her staff performs tasks, and she then provides feedback based on the accuracy of the completed job. |
|
Definition
| C. Amanda reviews the scheduling procedure and determines that additional technology resources would help reduce last minute cancellations. |
|
|
Term
An automobile manufacturer is preparing for its annual sales event. The company needs to increase its current production rate by 20% in the next six months to be profitable during the event.
A. Inputs
B. Processes
C. Outputs
D. Goals |
|
Definition
|
|
Term
A company that makes parts for large tractors has a department dedicated entirely to inspecting the quality of the parts to ensure that only the best are sold to customers.
A. Inputs
B. Processes
C. Outputs
D. Goals |
|
Definition
|
|
Term
A small cereal manufacturer must receive all the necessary whole grains to make their cereal no more than ten days before its use to prevent spoilage of the raw materials.
A. Inputs
B. Processes
C. Outputs
D. Goals |
|
Definition
|
|
Term
To ensure documentation of cancellations, a privately owned ABA center requires that all cancellations are sent to the designated cancellation phone or email. If a parent cancels, the clinical team should remind them to also reach out to the cancellation line. Once the cancellation line receives the information, they will send out a communication to ensure that the entire team is aware of the cancellation and record it in the scheduling calendar
A. Inputs
B. Processes
C. Outputs
D. Goals |
|
Definition
|
|
Term
Which of these is an example of a behavioral product?
A. Every time Shayna swipes her debit card, she gets an email notification of the transaction.
B. Carolyn collects rate data on the number of times her client correctly tacts an item in the room.
C. Robin provides supervision to her supervisees at least once every other week.
D. Franklin reviews his employee's timesheet. |
|
Definition
| A. Every time Shayna swipes her debit card, she gets an email notification of the transaction. |
|
|
Term
Which of these is an example of an aggregate product?
A. Mike completes all the paperwork provided by the human resources department.
B. After typing for almost an hour, Gracie checks off an item on her to-do list.
C. Pablo compares the data that his supervisee took to the one that he just did and calculates IOA.
D. At the end of each month, Shayna gets a statement in the mail that lists all the debit transactions she made within the month. |
|
Definition
| D. At the end of each month, Shayna gets a statement in the mail that lists all the debit transactions she made within the month. |
|
|
Term
A small group of behavior analysts creates a start-up company aimed at various bars and restaurants in their city. Their goal is to help owners develop methods to objectively collect data on employee performance and use that data to inform the development of training objectives and create compensation structured based on behavior.
A. General agency information
B. Products/services and consumers
C. Products/service measures and consumer feedback
measures
D. Agency mission
E. Resources and suppliers
F. Environmental factors
G. Competition |
|
Definition
|
|
Term
Happy-Go-Lucky Services is an ABA company that provides therapy to children with autism and other developmental disabilities. It currently has two locations, 80 employees between its two centers, and brings in a revenue comparable to other companies of the same size.
A. General agency information
B. Products/services and consumers
C. Products/service measures and consumer feedback
measures
D. Agency mission
E. Resources and suppliers
F. Environmental factors
G. Competition |
|
Definition
| A. General agency information |
|
|
Term
A local gym is creating an organizational systems map. When creating the map, the CFO states that it is crucial to focus on the information members provide and evaluate the information as memberships are how the gym makes a profit. The gym must continue to improve based on members' input so that members consistently renew their memberships.
A. General agency information
B. Products/services and consumers
C. Products/service measures and consumer feedback measures
D. Agency mission
E. Resources and suppliers
F. Environmental factors
G. Competition |
|
Definition
| C. Products/service measures and consumer feedback measures |
|
|
Term
Jacob has recently opened a gourmet food shop. He’s creating an organizational system map and writes the company goal is to provide the community with unique taste and drink experiences. He adds that the store should only carry special food and drink options not available in any nearby competitor locations. Focusing on finding unique food and drink items describes which component?
A. General agency information
B. Products/services and consumers
C. Products/service measures and consumer feedback measures
D. Agency mission
E. Resources and suppliers
F. Environmental factors
G. Competition |
|
Definition
| B. Products/services and consumers |
|
|
Term
Laurie has recently opened a restaurant and wants to provide customers with the freshest and highest quality dishes. She contacts Ruby, the owner of a local fish market, and they agree to do business. Laurie also shops for her produce and dairy products at a nearby farmer's market, whose vendors agree to give her a discount since she buys in bulk.
A. General agency information
B. Products/services and consumers
C. Products/service measures and consumer feedback measures
D. Agency mission
E. Resources and suppliers
F. Environmental factors
G. Competition |
|
Definition
| E. Resources and suppliers |
|
|
Term
A mortgage company is creating an organizational system map. When developing the map, the owner states that there should be an emphasis on the factors outside of the company's control that impacts business, specifically, the impact of the economy and interest rates on homes.
A. General agency information
B. Products/services and consumers
C. Products/service measures and consumer feedback measures
D. Agency mission
E. Resources and suppliers
F. Environmental factors
G. Competition |
|
Definition
|
|
Term
The CEO of a large provider of psychiatric services to hospitals is debating expanding to a new area. After researching the site, the CEO has gained information on other providers in the area, their services, and their sizes.
A. General agency information
B. Products/services and consumers
C. Products/service measures and consumer feedback measures
D. Agency mission
E. Resources and suppliers
F. Environmental factors
G. Competition |
|
Definition
|
|
Term
The agency collected information on potential customers but never planned to use/follow-up on these data. Which type of waste found when analyzing processes does this scenario describe?
A. Transportation
B. Inventory
C. Motion
D. Waiting
E. Overprocessing
F. Overproduction
G. Defects
H. Skills |
|
Definition
|
|
Term
Multiple servers came to take his drink order throughout the customer's meal, forcing him to state that someone else had already done so repeatedly. Which type of waste found when analyzing processes does this scenario describe?
A. Transportation
B. Inventory
C. Motion
D. Waiting
E. Overprocessing
F. Overproduction
G. Defects
H. Skills |
|
Definition
|
|
Term
Because there is no tool organization system, mechanics spend lots of time looking for specific tools around the shop when they need them. Which type of waste found when analyzing processes does this scenario describe?
A. Transportation
B. Inventory
C. Motion
D. Waiting
E. Overprocessing
F. Overproduction
G. Defects
H. Skills |
|
Definition
|
|
Term
It was common for behavior analysts at the in-home ABA company to drive all over the city serving clients rather than the company assigning each analyst clients near each other. Which type of waste found when analyzing processes does this scenario describe?
A. Transportation
B. Inventory
C. Motion
D. Waiting
E. Overprocessing
F. Overproduction
G. Defects
H. Skills |
|
Definition
|
|
Term
BCBAs conduct intake, but often have large gaps in time of not being able to mobilize RBTs or take on other cases while billing sets up funding for the consumer. Which type of waste found when analyzing processes does this scenario describe?
A. Transportation
B. Inventory
C. Motion
D. Waiting
E. Overprocessing
F. Overproduction
G. Defects
H. Skills |
|
Definition
|
|
Term
It was common for workers to spend extra days at a client's home, re-doing or re-entering data into the system. Which type of waste found when analyzing processes does this scenario describe?
A. Transportation
B. Inventory
C. Motion
D. Waiting
E. Overprocessing
F. Overproduction
G. Defects
H. Skills |
|
Definition
|
|
Term
A catering team had a bad history of some food being damaged in transit, so now they make twice as much food as a customer orders, which is costly and often results in food being thrown away. Which type of waste found when analyzing processes does this scenario describe?
A. Transportation
B. Inventory
C. Motion
D. Waiting
E. Overprocessing
F. Overproduction
G. Defects
H. Skills |
|
Definition
|
|
Term
Despite her exceptional experience in training others, the company just had Jessica deliver direct services to clients. Which type of waste found when analyzing processes does this scenario describe?
A. Transportation
B. Inventory
C. Motion
D. Waiting
E. Overprocessing
F. Overproduction
G. Defects
H. Skills |
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Definition
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Term
Billy found a tip on the table after she served the customers sitting there. The tip is an example of which component of a Human Performance System?
A. Inputs
B. Performers
C. Outputs
D. Consequences
E. Feedback |
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Definition
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Term
Kai shows his supervisee his graph each week of progress and describes what he did well and what he can do to improve. What component of a Human Performance System does this scenario describe?
A. Inputs
B. Performers
C. Outputs
D. Consequences
E. Feedback |
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Definition
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Term
Poppy submits completed medication logs each morning after the night shift at the group home. The completed medication logs are examples of which component of a Human Performance System?
A. Inputs
B. Performers
C. Outputs
D. Consequences
E. Feedback |
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Definition
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Term
Noel collects basic information on problem behavior and skill deficits from prospective clients to assess whether staff can provide the services the family needs. What component of a Human Performance System does this scenario describe?
A. Inputs
B. Performers
C. Outputs
D. Consequences
E. Feedback |
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Definition
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Term
The HR team consists of Darrell, Judy, and Joan, who split duties amongst themselves. What component of a Human Performance System does this scenario describe?
A. Inputs
B. Performers
C. Outputs
D. Consequences
E. Feedback |
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Definition
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Term
A music shop has many integrated processes that work together. They sell quality instruments to customers. They have a budgeting process to ensure that the ordered instruments correspond to the number of sales. Management works to strategically plan the future direction of the shop. Which part of this example is the primary/core process within the organization?
A. Budgeting for instrument orders
B. Selling quality instruments to customers
C. Management strategically planning the direction of the shop |
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Definition
| B. Selling quality instruments to customers |
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Term
A university bookstore supplies textbooks and other materials to the university's students. The store trains employees on the ordering process to ensure they order enough books for each course per semester on time. Supervisors provide feedback to ensure that the employees are supported. Which part of this example is the secondary/support process within the organization?
A. Supplying textbooks and other materials to students
B. Training employees on the ordering process
C. Having enough books |
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Definition
| B. Training employees on the ordering process |
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Term
After BCBAs conduct their intakes, there is a long gap in time while billing sets up funding for the consumer, during which they cannot assign or schedule RBTs to the case. Which type of waste found when analyzing processes does this scenario describe?
A. Transportation
B. Inventory
C. Motion
D. Waiting
E. Overprocessing
F. Overproduction
G. Defects |
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Definition
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Term
A garage has no system for organizing tools, so mechanics spend lots of time walking around around the shop looking for what they need. Which type of waste found when analyzing processes does this scenario describe?
A. Transportation
B. Motion
C. Waiting
D. Overprocessing
E. Overproduction
F. Defects
G. Skills |
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Definition
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Term
Maggie owns a bar that serves innovative cocktails. She has her marketing team look at current trends to see what spirits are popular. The bar hires and trains mixologists to develop recipes for its rotating menu. Before a shift, Maggie has the lead mixologist evaluate each bartender’s performance and provide feedback. In addition, Maggie occasionally sends in a "secret shopper" to pose as a customer and report any findings back to her. Which part of this example is the management process within the organization?
A. Evaluating and providing feedback to staff
B. Researching trends around town
C. Serving innovative cocktails
D. Hiring mixologists |
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Definition
| A. Evaluating and providing feedback to staff |
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Term
ASR
The technology department manager analyzes data regarding the company’s transition to a new software system. This scenario is an example of analysis at which level of analysis in behavioral systems analysis?
A. Organizational level
B. Process level
C. Job/performer level |
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Definition
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Term
The analyst interviews employees and completes observations to assess performance problems and determine antecedents and consequences surrounding the performance. This is an example of an assessment in which discipline?
OBM
I/O psychology |
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Definition
OBM
OBM assesses current performance of individuals and the environment to understand contingencies related to behavior. In this scenario, the analyst is using OBM techniques by interviewing employees and conducting direct observations to assess performance concerns along with environmental variables affecting behavior. I/O psychology techniques involve surveys to assess and measure types of leadership and engagement rather than direct observation of employee performance. |
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Term
The analyst conducts pre- and post-tests to evaluate the effect of a new training program, comparing the performance of groups of employees who did and did not receive the training. This is an example of an evaluation in which discipline?
OBM
I/O psychology |
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Definition
I/O psychology
I/O uses a group design comparing groups to one another in pre- and post-test evaluations. The analyst in this example is using I/O psychology techniques by assessing the effects of a training program on groups of employees. OBM uses a single-subject design to assess current performance of individuals and the environment to understand contingencies related to behavior and its affects over time. |
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Term
Management conducted a survey of all employees to learn how they respond to different leadership styles. This is an example of an assessment in which discipline?
OBM
I/O psychology |
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Definition
I/O psychology
I/O psychology uses surveys to assess and measure types of leadership and engagement. This is an example of management using I/O psychology techniques. OBM uses interviews and direct observation to assess employee performance and contingencies related to behavior. |
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Term
Which of the following is an example of organizational behavior management (OBM)?
A. The parent of a 10-year-old boy introduces a 5-token system for the son's household chores to reinforce and increase his engagement
B. Evelyn uses precision teaching techniques to help her student's fluency with multiplication cards
C. A clinical Director implements weekly email reminders and graphed feedback to increase on-time report submissions by BCBAs
D. Pinky implements direct instruction with her 1st grade class during circle time to increase her students' spontaneous participation |
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Definition
C. A clinical Director implements weekly email reminders and graphed feedback to increase on-time report submissions by BCBAs
*The clinical director’s actions to increase on-time report submissions by the BCBAs is an example of organizational behavior management; the actions may improve work performance and create organizational change. The examples of the parent implementing a token system with their son, Evelyn implementing precision teaching with students, and Pinky implementing direct instruction techniques with students are clinical applications of analysis. |
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Term
It is determined that direct-care staff members are not turning in data on client behaviors. The analyst assesses the staff’s data-collection process and designs it to be more efficient and accurate. The analyst then specifies who is responsible for implementation. This is an example of:
BSA
PM |
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Definition
BSA
BSA identifies employee performance, assesses behavior, and develops processes to improve performance. In this scenario, the analyst is using BSA to target which employee behavior to change to improve upon the current process and produce more efficient performance. PM identifies and assesses management approaches and interventions surrounding performance and how these processes can be improved. |
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Term
Direct-care staff members are not conducting activities with clients on a regular basis. The analyst creates a training program that teaches staff how to run activities and how often. This is an example of:
BSA
PM |
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Definition
PM
PM identifies and assesses management approaches and interventions surrounding performance and how these processes can be improved. In this scenario, the analyst is using PM by targeting and assessing training programs that affect staff performance. BSA identifies employee performance, assesses behavior, and develops processes to improve performance. |
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Term
Which of the following is an example of behavior systems analysis (BSA)?
A. The clinical director increases the BCBA's on-time billing by implementing a new and easier-to-use time-keeping system for them to log their hours.
B. A manager at a fast-food chain adds visual job aids in the cashier and food prep areas to remind staff members of the tasks they must complete to increase their efficiency.
C. A trainer at an ABA company sees new hires struggling to learn the ABA terms. The trainer implements BST to teach them the items from the RBT BACB task list
D. The VP of an ambulatory surgery center seeks to decrease the time it takes to turn over an operating room (OR) between surgeries. He observes the OR turnover process from when the first patient leaves to when the surgery for the next patient begins. |
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Definition
D. The VP of an ambulatory surgery center seeks to decrease the time it takes to turn over an operating room (OR) between surgeries. He observes the OR turnover process from when the first patient leaves to when the surgery for the next patient begins.
*The BSA example is the VP of a surgery center who observes the operating room turnover process from the first patient leaving to the next patient beginning surgery. BSA views organizations as an adaptive system where changes in one part of the system affect other parts. BSA looks at the processes in an organization as cross-functional with various levels. The other responses are examples of performance management: The clinical director increasing on-time billing, the manager decreasing the time it takes to process a drive-thru order, and the trainer increasing the new hires’ ability to learn the ABA terms. Unlike BSA, performance management focuses on managing the behavior of people in the workplace. |
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Term
Which of the following is an example of performance management (PM)?
A. The clinical director uses a programming audit checklist that includes BST to help the BCBAs implement items on the checklist
B. An RBT uses a "first-then" board with a client to decrease behaviors related to transitions
C. A behavior analyst reviews the steps from an initial referral to the first scheduled session to identify potential factors contributing to client-intake delays
D. A manager of a financial firm sends a satisfaction survey to local customers and provides a gift card to those who return a completed survey |
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Definition
A. The clinical director uses a programming audit checklist that includes BST to help the BCBAs implement items on the checklist
*The performance management (PM) example is the the clinical director who implements a programming audit checklist to increase effective programming behaviors in BCBAs. PM is a systematic, data-based approach to managing people at work that focuses on reinforcing key behaviors that maximize employee performance. An RBT using a “first-then” board with a client is an example of a clinical application of behavior analysis. The behavior analyst wanting to understand the cause for delays in the client-intake process is an example of behavior systems analysis. The manager at a financial firm sending out a survey to local customers on satisfaction is an example of I/O psychology in the workplace. |
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Term
Develop and launch three new products. This is an example of which component of an organization?
input
process
output
goal |
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Definition
goal
An organizational system is made up of four components: Input, process, output, and goal. The goal of an organization is a measurable outcome toward which the organization is striving. This example describes an organization’s measurable goal. Inputs are the resources an organization needs to perform a task. Processes are the collection of tasks that use an organization’s resources to produce the product or service. The output is the product or service that is a result of the process. |
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Term
Employee knowledge and labor. This is an example of which component of an organization?
input
process
output
goal |
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Definition
input
An organizational system is made up of four components: Input, process, output, and goal. Inputs are the resources an organization needs to perform a task; for example, employee knowledge and labor. Processes are several tasks that are required to use the resources to produce the product or service. The output is the product or service that is a result of the process. The goal of an organization is a measurable outcome toward which the organization is striving. |
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Term
Onboarding for new employees. This is an example of which component of an organization?
input
process
output
goal |
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Definition
process
An organizational system is made up of four components: Input, process, output, and goal. Processes are several tasks that are required to use the resources to produce the product or service. Onboarding new employees—integrating employees into the company—is an example of a process that is necessary for producing the output. The output is the product or service that is a result of the process. The goal of an organization is a measurable outcome toward which the organization is striving. Inputs are the resources an organization needs to perform tasks. |
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Term
Marcy has been hired as the billing administrator for a new ABA company. Her role requires her to establish relationships and contracts with insurance companies to begin providing services in the area. Which component of the organizational system are contracts with insurance companies?
input
process
output
goal |
|
Definition
input
Inputs refers to the resources needed to complete tasks; here, Marcy secures funding from insurance companies to provide services in her area. Outputs refers to the product, service, or resource that result from the organizational process. Goals refers to strategic, measurable outcomes the organization seeks to achieve, and this scenario is not an example of goals for it does not mention organizational goals or a mission statement. Process refers to the series of tasks that convert inputs into outputs. Marcy’s scenario does not mention a series of tasks she completed to convert inputs into outputs; it is not an example of processes. |
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Term
Total number of service hours at the end of the month. This is an example of:
aggregate product
behavioral product |
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Definition
aggregate product
An aggregate product is the cumulative result of several behavioral products. The behavioral product is the result of a single task of an employee. The total number of hours worked is an example of an aggregate product. |
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Term
Annual expense report. This is an example of:
aggregate product
behavioral product |
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Definition
aggregate product
An aggregate product is the cumulative result of several behavioral products. The behavioral product is the result of a single task of an employee. An annual expense report is the sum of expenses throughout the year and an example of an aggregate product. |
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Term
Customer invoice after a sale. This is an example of:
aggregate product
behavioral product |
|
Definition
behavioral product
The behavioral product is the result of a single task performed by an employee. An aggregate product is the cumulative result of several behavioral products. A customer invoice after a sale is the result of a task performed by an employee and an example of a behavioral product. |
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Term
Hanson marks down if an RBT accurately completes a task for a BIP procedural-integrity checklist. Which of the following is this an example of?
aggregate product
behavioral product
process
goals |
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Definition
behavioral product
Behavioral product refers to the evidence left behind after a behavior occurs. Hanson’s mark on the checklist is the evidence that he observed the behavior. Process refers to the series of tasks that convert inputs into outputs. Hanson’s scenario does not mention a series of tasks he completed to convert inputs into outputs; it is not an example of process. Goals refers to strategic, measurable outcomes the organization seeks to achieve. This scenario does not include organizational goals or a mission statement; it is not an example of goals. Aggregate product refers to the compounded result of multiple behavioral products. Hanson’s scenario does not present evidence in the form of multiple behavioral products; it is not an example of aggregate products. |
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Term
A billing report provides the total hours a client is seen, the number of hours the client is supervised, and—for each client—if the 10% minimum supervision requirement is met. Which of the following is this is an example of?
aggregate product
behavioral product
process
goals |
|
Definition
aggregate product
Aggregate product refers to the compounded result of multiple behavioral products; here, the billing report is an example of an aggregate product. Process refers to the series of tasks within an organization that convert inputs into outputs. This scenario does not discuss a series of tasks for converting inputs into outputs; it is not an example of process. Goals are strategic, measurable outcomes the organization seeks to achieve. The billing report example does not include organizational goals or a mission statement; it is not an example of goals. Behavioral product refers to the evidence left behind after a behavior occurs. If the scenario had presented just one example of a behavioral product, this answer would be the best option. |
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Term
Which of these is an example of an analysis at the organizational level?
A. Julia sends a customer satisfaction survey to her restaurant's waiters to determine any potential customer-service issues
B. Mila creates a new department to handle issues related to RBT satisfaction, attendance, and turnover
C. Lucy provides an RBT with additional data sheets and checklists to ensure accurate data collection
D. Mara, a consultant, meets with her corporate client's leadership teams to discuss the hierarchy of job responsibilities and cross-functional collaboration |
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Definition
D. Mara, a consultant, meets with her corporate client's leadership teams to discuss the hierarchy of job responsibilities and cross-functional collaboration
Mara’s meetings with her corporate client’s leadership teams to discuss job responsibilities and cross-functional collaboration is an example of an analysis at the organizational level. Julia’s survey to her waiters to assess customer satisfaction is likely an analysis of performance using I/O psychology. Mila creating a new department to handle issues related to RBT satisfaction, attendance, and turnover is an example of an intervention at the process level related to employee retention. Lucy providing an RBT with additional data sheets and checklists to improve accurate data collection is an example of an intervention at the performer level. |
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Term
Local restaurant reviews, customer satisfaction surveys, repeat customers. These are examples of which component of an organizational system map?
A. general agency information
B. Products/services and consumers
C. Products/service measures
D. agency mission
E. resources and suppliers
F. environmental factors
G. Competition |
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Definition
C. Products/service measures
Product and service measures as well as consumer feedback involve two components: Agency standards and consumer response. These measures allow us to determine if the products/services are presented in a meaningful way. Consumer feedback (e.g., asking customers to rate their level of satisfaction) allows us to determine if those products/services are producing improved client outcomes. |
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Term
Provide high-quality food with excellent customer service in a welcoming family atmosphere. This is an example of which component of an organizational system map?
A. general agency information
B. Products/services and consumers
C. Products/service measures
D. agency mission
E. resources and suppliers
F. environmental factors
G. Competition |
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Definition
D. agency mission
Why does the organization exist? What is the organization’s reason for existing? The answers to these questions help determine the mission of the agency. In this case, the organization’s “why” is to provide high-quality food and excellent service. This statement does not describe general information about the agency, specific products or services that are sold, or competition between agencies. |
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Term
Natalie evaluates her organization and identifies its components using an organizational system map. She wants her staff members to provide high-quality services to clients with autism through an assent-based therapy approach that also focuses on diversity and inclusion. Which component of an organizational system map does this describe?
A. general agency information
B. Products/services and consumers
C. Products/service measures
D. agency mission
E. resources and suppliers
F. environmental factors
G. Competition |
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Definition
D. agency mission
Agency mission refers to the component of an organizational system map that describes why the company exists; it includes the company’s mission statement, what the organization does, and its purpose. Competition refers to the component that describes what other organizations are doing to compete with the organization; this component provides information on areas to improve within the organization. Resources and suppliers refers to the component that provides information on the organization’s required inputs. Product/service and consumer feedback/measures refers to the component that includes information about internal and external measures of performance as well as feedback from consumers. |
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Term
A delivery service transporting packages to individual homes is an example of which type of process?
a. primary/core
b. secondary/support
c. management |
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Definition
a. primary/core
Primary/core processes are those that result in a product or service that is received by an external consumer. In this case, delivered packages (product/service) are received by individuals at their homes (external consumers). There is no secondary/support process in place to support the primary process, nor is there a manager who is supporting the primary/core process. |
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Term
A company conducts orientation sessions with the training department on how to deliver packages efficiently and accurately. This is an example of which type of process?
a. primary/core
b. secondary/support
c. management |
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Definition
b. secondary/support
Secondary/support processes support the primary/core process. These are invisible to the external consumer but are essential in the support of the primary process. In this case, orientation is not the service provided; however, orientation is essential in ensuring the primary process (package delivery) is effectively carried out. |
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Term
Supervisors overseeing several employees to ensure timely deliveries. This is an example of which type of process?
a. primary/core
b. secondary/support
c. management |
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Definition
c. management
Managers, or supervisors, support processes and those working within those processes. Here, supervisors oversee their employees in their package delivery. Supervisors are supporting other processes (primary/core processes) and the employees delivering packages (i.e., working within the primary/core process). |
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Term
The Acme car dealership sells new and used cars. The floor supervisor sets monthly budgeting and revenue goals to ensure that the number of cars sold each month meets the company’s specified profit margin. The supervisor schedules monthly feedback meetings to help the sales team comply with these goals, ensuring a monthly profit. Which part of this scenario is the secondary/support process within the organization?
A. budgeting and compliance
B. goal setting and feedback
C. Selling new and used cars
D. ensuring profit |
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Definition
A. budgeting and compliance
Budgeting and compliance refers to the secondary/support processes within the organization. Secondary/support processes occur without the direct involvement of the external customer and are essential to supporting the primary process. The floor supervisor’s goal setting and scheduled monthly meetings demonstrate how budgeting and compliance support the dealership’s secondary/support processes. Goal setting and feedback refers to a management process that describes the steps managers take to support the other processes within the organization. Selling new and used cars refers to a primary or core process that results in a product or service the customer receives. Ensuring profit refers to the mission statement or goals of the organization; it is not a specific process. |
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Term
Employee unable to complete an order due to a coworker taking too long to package the product. This is an example of which type of waste?
a. inventory
b. waiting
c. skills
d. overprocessing
e. motion |
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Definition
b. waiting
Waiting refers to wasting time waiting for the next step in the process to occur before moving on. A worker being idle waiting for a coworker to complete a task is an example of time wasted as a result waiting. Inventory waste refers to creating an excess of products or materials in storage. Skills refers to failing to used the skills, talents, and knowledge of the people in the organization. Overprocessing involves doing more or taking more steps in a process than the customer wants. Motion involves the unnecessary movement of people, information, or equipment and tools within a process step. |
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Term
A customer explaining their concerns to several employees before reaching the one that can handle the complaint. This is an example of which type of waste?
a. inventory
b. waiting
c. skills
d. overprocessing
e. motion |
|
Definition
d. overprocessing
Overprocessing involves doing more or taking more steps in a process than the customer wants. A customer calling several people in an organization repeating the same concern is an example of waste due to overprocessing an issue. Inventory waste refers to creating an excess of products or materials in storage. Waiting refers to wasting time waiting for the next step in the process to occur before moving on. Skills refers to failing to used the skills, talents, and knowledge of the people in the organization. Motion involves the unnecessary movement of people, information, or equipment and tools within a process step. |
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Term
A grocery store ordering more perishables than they can sell or store. This is an example of which type of waste?
a. inventory
b. waiting
c. skills
d. overprocessing
e. motion |
|
Definition
a. inventory
Inventory waste refers to creating an excess of products or materials in storage. A grocery store overstocking perishable food items is an inventory waste as these items will have to be put in the trash. Waiting refers to wasting time waiting for the next step in the process to occur before moving on. Skills refers to failing to used the skills, talents, and knowledge of the people in the organization. Overprocessing involves doing more or taking more steps in a process than the customer wants. Motion involves the unnecessary movement of people, information, or equipment and tools within a process step. |
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Term
Due to a clinic’s staffing shortages, some BTs spend close to 45 minutes traveling from their homes to where they conduct sessions with their clients, and the scheduling team cannot guarantee a 30-minute travel time. When analyzing a process, which type of waste is this an example of?
a. inventory
b. motion
c. waiting
d. transportation |
|
Definition
d. transportation
Transportation refers to waste due to excessive travel times, and this scenario presents a clear example. There are eight types of waste that can occur in processes, often abbreviated as “TIMWOODS”. Waste related to transportation involves an unnecessary movement of people, information, or equipment between process steps. Inventory refers to waste that involves the gathering and storing of resources and materials that are not needed. Motion refers to waste that involves the unnecessary movement of equipment, or equipment and tools, within a process step. Waiting refers to waste that involves unnecessary time spent waiting for the next step in the processes to occur, and not necessarily related to transportation. |
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Term
Jenna, a BCBA, schedules bi-weekly and paid administrative meetings with Robert, an RBT. Jenna goes over data with Robert and provides him with goals to work on during direct clinical sessions. Which component of a human performance system is this is an example of?
a. outputs
b. feedback
c. consequences
d. inputs |
|
Definition
b. feedback
Feedback refers to providing information to the performer that tells them what they are doing and the extent to which they are doing it well. This scenario is an example of the feedback component of a human performance system. Outputs refers to the product that results from the performer’s behavior. Consequence refers to an environmental condition that occurs after the behavior produces the output; it can take the form of praise, bonuses, reprimands, effort expended, among others. Inputs refers to what the performer uses to convert into outputs. |
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Term
At Dynamic Industries, the best welders are recognized for their accomplishments by being placed in management positions. Although Dan is a hard worker and an excellent welder, he has struggled in his new position because he was never taught how to be a good manager. This is an example of which of Abernathy’s sins of traditional wages?
A. Fixed-cost pay
B. Pay for time
C. Corporate socialism
D. Performance-based promotions
E. Management by perception
F. Management by exception
G. Entitlement thinking |
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Definition
| D. Performance-based promotions |
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Term
In order to retain her employees, the owner of ABC Clinic gives them annual cost-of-living raises. At the end of the last fiscal year, she realized that the company’s income hasn’t grown as much as the cost of living has, and she is no longer making any profits. This is an example of which of Abernathy’s sins of traditional wages?
A. Fixed-cost pay
B. Pay for time
C. Corporate socialism
D. Performance-based promotions
E. Management by perception
F. Management by exception
G. Entitlement thinking |
|
Definition
|
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Term
MJ works on a team with two other people who do the same job. MJ works faster than their teammates, so they complete more work each week. Because they were all hired at the same time, everyone on the team receives the same pay, even though some members do less work. This is an example of which of Abernathy’s sins of traditional wages?
A. Fixed-cost pay
B. Pay for time
C. Corporate socialism
D. Performance-based promotions
E. Management by perception
F. Management by exception
G. Entitlement thinking |
|
Definition
|
|
Term
ASR
Brian’s employee is usually very competent. However, sometimes long-term projects fall though the cracks and don’t progress as quickly as he’d like. Whenever this happens, he puts the employee on a temporary performance improvement plan until they catch up. This is an example of which of Abernathy’s sins of traditional wages?
A. Fixed-cost pay
B. Pay for time
C. Corporate socialism
D. Performance-based promotions
E. Management by perception
F. Management by exception
G. Entitlement thinking |
|
Definition
| F. Management by exception |
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Term
The owner of a retail stationery shop gives annual raises based on employees’ performance. They consider factors such as an
employee’s punctuality, sales numbers, and willingness to work holidays. The better an employee’s performance, the higher their annual raise. This is an example of which alternative compensation strategy to pay for performance?
A. Merit increases
B. Annual bonus
C. Stock options
D. Profit sharin
E. Gain sharing
F. Piece rate
G. Sales commission
H. Goal sharing |
|
Definition
|
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Term
At Dynamic Industries, welders are provided a bonus contingent on the number of machine parts they put together on each shift. Although this has increased the number of parts produced by the welders, there has also been an increase in injuries as workers have engaged in unsafe behavior in their efforts to work more quickly. This is an example of which alternative compensation strategy to pay for performance?
A. Merit increases
B. Annual bonus
C. Stock options
D. Profit sharin
E. Gain sharing
F. Piece rate
G. Sales commission
H. Goal sharing |
|
Definition
|
|
Term
The vice presidents at Dynamic Industries are working together to create an organizational scorecard. They are currently working on identifying the relative importance of the major priorities for the organization. This is an example of which step in creating an organizational scorecard?
A. Step1: Identify & Categorizegoals
B. Step 2: Weight each goal category based on priority
C. Step 3: List measures that impact the goal category
D. Step 4: Decide measures & ranges in each category
E. Step 5: List jobs & assign weights based on which jobs influence which measures |
|
Definition
| B. Step 2: Weight each goal category based on priority |
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Term
[image]
Calculate the performance index score.
A. 62
B. 100
C. 160
D. 247 |
|
Definition
|
|
Term
Parker’s monthly salary is $5000, and his incentive pay basis percent is 4%. This month, his performance index score is 90% and the company multiplier is 1.5. What is Parker’s profit indexed performance pay for this month?
A. $200
B. $180
C. $270
D. $300 |
|
Definition
|
|
Term
Which of the following scenarios is an example of pay-for-performance?
A. After every supervision session, Miguel gives his supervisees a scorecard highlighting vital behaviors they should continue and can improve on.
B. At Erik’s company, employees earn a monetary incentive based on factors such as completing end-of-day tasks and the score on their supervision scorecard.
C. Misty reviews the scheduling process and determines that additional technology resources would help reduce last-minute cancellations.
D. Thelma trains safety managers to deliver feedback when they notice staff wearing their personal protective equipment properly and securely. |
|
Definition
| B. At Erik’s company, employees earn a monetary incentive based on factors such as completing end-of-day tasks and the score on their supervision scorecard. |
|
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Term
Curtis typically completes most of his work after 3-5 hours. When he’s not trying to look busy so his bosses don’t give him more tasks, Curtis plays on his phone, converses with coworkers, and sometimes catches up on his shows. This is an example of which of Abernathy’s sins of traditional wages?
A. Fixed-cost pay
B. Pay-for-time
C. Management by perception
D. Entitlement thinking |
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Definition
B. Pay-for-time
*Works tasks take up less time than the employee has scheduled |
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Term
Leland typically raises salaries by about 2-3% at the end of the year. This number typically varies depending on how the company did overall. During the first year of the pandemic, this number was much lower due to the toll on his company’s industry. This is an example of which of Abernathy’s sins of traditional wages?
A. Fixed-cost pay
B. Corporate socialism
C. Performance-based promotions
D. Management by exception |
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Definition
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Term
Cody gives all his employees a small bonus before the holidays at the end of the year. Everyone receives the same compensation regardless of their position. He does not base the bonus on performance as he feels “everyone always works their hardest.” Which alternative compensation strategy to pay-for-performance does this scenario exemplify?
A. Merit increases
B. Annual bonus
C. Stock options
D. Piece rate
E. Sales commission |
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Definition
B. Annual bonus
*Noncontingent end-of-year bonus |
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Term
Brooke’s company recently had a change in upper management positions. Several roles were merged, and previous responsibilities were redistributed, resulting in extra money due to the cut positions. Brooke and several of her coworkers received a percentage of this money. Which alternative compensation strategy to pay-for-performance does this scenario exemplify?
A. Merit increases
B. Annual bonus
C. Stock options
D. Piece rate
E. Sales commission
F. Gain sharing |
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Definition
F. Gain sharing
Money earned for meeting set goals |
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Term
Gina is assisting the company's owner in developing an organizational scorecard. They start by listing all the objectives they would like to accomplish, including reducing expenses, improving productivity, marketing, and onboarding more clients. Which step in creating an organizational scorecard does this scenario exemplify?
A. Step 1: Identify and categorize goals
B. Step 2: Weigh each goal category based on its priority
C. Step 3: List measures that impact the goal category
D. Step 4: Decide measures and ranges in each category
E. Step 5: List jobs and assign weights based on which jobs influence which measures |
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Definition
| A. Step 1: Identify and categorize goals |
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Term
This is a company’s multiplier scale:
0.0 = $97,000
0.5 = $109,000
1.0 = $121,000
1.5 = $133,000
2.0 = $145,000
2.5 = $157,000
3.0 = $169,000
The current month’s profits are $107,250. What is the company multiplier?
A. 0.0
B. 0.5
C. 1.0
D. 1.5 |
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Definition
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Term
Nigel’s monthly salary is $4600, and his incentive pay basis percent is 5%. This month, his performance index score is 90% and the company multiplier is 2. What is Nigel’s profit-indexed performance pay for this month?
A. $400
B. $414
C. $500
d. $514 |
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Definition
B. $414
(4600 x .05 x .9 x 2) |
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Term
Lakeshia previously held a “supervisor” role at the company. However, during a recent transition, her boss gave her a new job title: “team leader.” Rather than fulfill the duties of her old position, Lakeshia now ensures that her team has plenty of opportunities to maximize their pay. This company is at which level for transitioning to a pay-for-performance system?
A. Level 1: Results focus
B. Level 2: Stakeholder pay
C. Level 3: Job enrichment
D. Level 4: Self-managing employees |
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Definition
D. Level 4: Self-managing employees
[image] |
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Term
As Danette gains more experience, she learns how specific admin tasks, like scheduling and case management, are completed. Her boss hopes she will occasionally do some of these tasks after she fulfills her other responsibilities and plans to add the additional duties to her scorecard. This company is using which strategy for ensuring consistent pay opportunities?
A. Cross-utilization
B. Flexible scheduling
C. Job enlargement
D. Job enrichment
E. Work prospecting |
|
Definition
A. Cross-utilization
Cross-Utilization: Employees trained to complete other jobs within company
Job Enlargement: Increasing the scope of responsibilities of particular position
Job Enrichment: Increasing the authority of particular position
Flexible Scheduling: Work fewer hours, more money for increased productivity
Work Prospecting: Finding new work opportunities inside or outside organization, tasks need to benefit organization |
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Term
Which of the following is a feature of George and Hopkin’s (1989) study?
A. The results showed a significant increase in daily productivity during the incentive condition
B. Two out of three participants preferredthe pay-for-time condition relative to the pay-for- performance condition
C. Participants’ pay increased by 20-30% |
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Definition
C. Participants’ pay increased by 20-30%
[image] |
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Term
Shondra typically conducts training for new hires, specifically RBTs. As her company transitions to a pay-for-performance system, her boss has recently shown her how to conduct training for incoming BCBAs, admin staff, and caregivers during group seminars. Which strategy is this company using to ensure consistent pay opportunities?
A. Cross-utilization
B. Flexible scheduling
C. Job enlargement
D. Job enrichment
E. Work prospecting |
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Definition
C. Job enlargement
*This is not job enrichment, which involves increasing a particular position's authority (e.g., no longer needing to ask for permission to complete a task)
[image] |
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Term
Joe is generally well-liked by his peers and his direct supervisors. He opens a message from Terry, his shift manager, and he states that he is receiving an increase in his pay. Which alternative compensation strategy to pay-for-performance does this scenario exemplify?
A. Merit increases
B. Annual bonus
C. Stock options
D. Profit sharing
E. Gain sharing
F. Piece rate
G. Sales commission
H. Goal sharing |
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Definition
A. Merit increases
[image] |
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Term
As his organization transitions to a pay-for-performance system, Andre’s, who typically conducts marketing tasks, boss informs him that as part of an expansion of his current role, he can reach out to other companies in the area outside the industry and complete marketing tasks, provided this does not interfere with his regular duties. He will earn a percentage of any contracts he brings in. This company is using which strategy for ensuring consistent pay opportunities?
A. Cross-utilization
B. Flexible scheduling
C. Job enlargement
D. Job enrichment
E. Work prospecting |
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Definition
| E. Work prospecting[image] |
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Term
Ruben has been one of his organization’s best performers. He often goes above and beyond what is asked of him and meets any deadlines for reports, program updates, and graphing data when his supervisors ask. The CEO asked to meet with Ruben, and he was given a unique opportunity where he would give up a portion of his regular salary with the opportunity to earn more should he continue to excel at his position. Ruben accepted the offer. This company is at which level for transitioning to a pay-for- performance system?
A. Level 1: Results focus
B. Level 2: Stakeholder pay
C. Level 3: Job enrichment
D. Level 4: Self-managing employees |
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Definition
| B. Level 2: Stakeholder pay [image] |
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Term
Over the last month, Richie has conducted direct observations of multiple staff members across various positions at the company. He has carefully noted the specific antecedent and consequences they encounter, the tasks they perform, and how they complete them. He hopes to outline what kind of data will be collected for each employee’s performance. This company is at which level for transitioning to a pay-for-performance system?
A. Level 1: Results focus
B. Level 2: Stakeholder pay
C. Level 3: Job enrichment
D. Level 4: Self-managing employees |
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Definition
| A. Level 1: Results focus [image] |
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Term
Rolando purchased a stake in the company, having received an opportunity to buy some at a much lower price than available to the public. Which alternative compensation strategy to pay-for- performance does this scenario exemplify?
A. Merit increases
B. Annual bonus
C. Stock options
D. Profit sharing
E. Gain sharing
F. Piece rate
G. Sales commission
H. Goal sharing |
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Definition
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Term
Forrest is one of his store’s best salespeople. He often goes above and beyond his typical duties by offering feedback and advice to newer employees and is well-regarded by his coworkers. At the end of the quarter, he couldn’t help but feel frustrated when his boss gave everyone the same bonus, even the salespeople that did the bare minimum. This is an example of which of Abernathy’s sins of traditional wages?
A. Fixed-cost pay
B. Pay-for-time
C. Corporate socialism
D. Performance-based promotions
E. Management by perception
F. Management by exception
G. Entitlement thinking |
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Definition
C. Corporate socialism
[image] |
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Term
Taylor owns a farm and has a compensation plan where the more his workers pick, the more they can make. Which alternative compensation strategy to pay-for-performance does this scenario exemplify?
A. Merit increases
B. Annual bonus
C. Stock options
D. Profit sharing
E. Gain sharing
F. Piece rate
G. Sales commission
H. Goal sharing |
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Definition
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Term
After every six months, Mandy expects her biannual bonus. Mandy contemplated quitting when her manager indicated that the bonus might not happen this coming month because of lower-than-expected profit. This is an example of which of Abernathy’s sins of traditional wages?
A. Fixed-cost pay
B. Pay-for-time
C. Corporate socialism
D. Performance-based promotions
E. Management by perception
F. Management by exception
G. Entitlement thinking |
|
Definition
G. Entitlement thinking
[image] |
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Term
[image]
Calculate the employee’s total performance index score:
A. 3
B. 52.5
C. 95
D. 10 |
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Definition
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Term
After identifying the clinic’s long- and short-term goals, Lucy and her team prioritize and assign them labels. Lucy focuses on the “Clinical Performance” category and suggests this will be measured by the “percentage of available hours completed” by BCBAs and “treatment fidelity.” Which step in creating an organizational scorecard does this scenario exemplify?
A. Step 1: Identify and categorize goals
B. Step 2: Weigh each goal category based on its priority
C. Step 3: List measures that impact the goal category
D. Step 4: Decide measures and ranges in each category
E. Step 5: List jobs and assign weights based on which jobs influence which measures |
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Definition
| C. Step 3: List measures that impact the goal category |
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Term
Marta creates a list of her organization’s objectives and labels each category. She assigns a percentage out of 100 based on the objective’s importance. For example, she believes that “expense control” is the most crucial measure and assigns a total percentage of 30% to it. Which step in creating an organizational scorecard does this scenario exemplify?
A. Step 1: Identify and categorize goals
B. Step 2: Weigh each goal category based on its priority
C. Step 3: List measures that impact the goal category
D. Step 4: Decide measures and ranges in each category
E. Step 5: List jobs and assign weights based on which jobs influence which measures |
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Definition
| B. Step 2: Weigh each goal category based on its priority |
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Term
Which of the following scenarios is an example of pay-for-performance?
A. Jerry earns a more significant bonus percentage if he completes vital behaviors, such as completing assessment reports no more than weeks after they are assigned.
B. After noting an RBT’s skill deficit regarding client data, Janice provides training and notices a marked performance difference afterward.
C. Serena provides written praise to employees who submit their timesheets on time for each pay period.
D. Bonnie provides consultation to a retail outlet store where she assesses how products are put onto the shelves so customers may purchase them. |
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Definition
| A. Jerry earns a more significant bonus percentage if he completes vital behaviors, such as completing assessment reports no more than weeks after they are assigned. |
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Term
Kirk was thrilled that his company received sizeable earnings of over $15,000. To thank all his employees, Kirk divides up this amongst all of them. Which alternative compensation strategy to pay-for-performance does this scenario exemplify?
A. Merit increases
B. Annual bonus
C. Stock options
D. Profit sharing
E. Gain sharing
F. Piece rate
G. Sales commission
H. Goal sharing |
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Definition
| D. Profit sharing [image] |
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Term
When Mike evaluates his supervisees, the store’s owner gives him a form where he is asked to rate each employee on a scale of 1-5 based on areas such as “work ethic,” “attitude towards their employees,” and “understanding of the business.” This is an example of which of Abernathy’s sins of traditional wages?
A. Fixed-cost pay
B. Pay-for-time
C. Corporate socialism
D. Performance-based promotions
E. Management by perception
F. Management by exception
G. Entitlement thinking |
|
Definition
E. Management by perception
[image] |
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Term
Usually, Berniece completes her work for the day within 6 hours. She typically sits around the rest of the day, conversing with her coworkers and pretending to look busy. Her boss recently stated that if specific staff finished all their work for the day, they could leave without any pay deductions. This company is using which strategy for ensuring consistent pay opportunities?
A. Cross-utilization
B. Flexible scheduling
C. Job enlargement
D. Job enrichment
E. Work prospecting |
|
Definition
B. Flexible scheduling
[image] |
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Term
Given the following information, what is the employee’s profit-indexed performance pay?
Salary = $3600
Basis percent = 5%
Performance index = 85%
Company multiplier = 1.5 |
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Definition
$229.5
(3600 x .05 x .85 x 1.5) |
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Term
Lela often tailors her pitches to fit the needs of the customers. This approach often results in her successfully making sure they make a purchase and her earning a percentage of the money brought in. Which alternative compensation strategy to pay-for-performance does this scenario exemplify?
A. Merit increases
B. Annual bonus
C. Stock options
D. Profit sharing
E. Gain sharing
F. Piece rate
G. Sales commission
H. Goal sharing |
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Definition
G. Sales commission
[image] |
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Term
Which of the following is a feature of Gaetani et al.’s (1985) study?
A. Hourly pay was replaced with the ability to earn a percentage of gross sales
B. The dependent variable was daily productivity measured as dollars billed
C. The speed of jobs completed decreased significantly |
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Definition
B. The dependent variable was daily productivity measured as dollars billed
[image] |
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Term
Olivia has been developing scorecards for her organization. Before testing the scorecards, she developed pinpoints for each category and wrote down perspective ranges, with the lowest number representing the minimum criteria. She adjusts several measures' importance as she plugs in different roles on a few scorecards. Which step in creating an organizational scorecard does this scenario exemplify?
A. Step 1: Identify and categorize goals
B. Step 2: Weigh each goal category based on its priority
C. Step 3: List measures that impact the goal category
D. Step 4: Decide measures and ranges in each category
E. Step 5: List jobs and assign weights based on which jobs influence which measures |
|
Definition
| E. Step 5: List jobs and assign weights based on which jobs influence which measures |
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Term
Which of the following is a feature of Long III et al.’s (2012) study?
A. Measured the amount of time spent on- task
B. Measured daily productivity
C. Measured the dollars earned per hour |
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Definition
A. Measured the amount of time spent on- task
[image] |
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Term
Tommie has taken a ton of extra work home due to meeting the nearly impossible deadlines set by her boss this month. Her boss stated that monthly bonuses would likely be cut if employees failed to meet their deadlines. This is an example of which of Abernathy’s sins of traditional wages?
A. Fixed-cost pay
B. Pay-for-time
C. Corporate socialism
D. Performance-based promotions
E. Management by perception
F. Management by exception
G. Entitlement thinking |
|
Definition
F. Management by exception
[image] |
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Term
After several months, Archie’s company is transitioning to a pay-for-performance system. He is aware that his role will change in some way. His supervisor informs that, given his experience, he no longer needs explicit approval to start running specific programs if he feels confident about the next step. This company is using which strategy for ensuring consistent pay opportunities?
A. Cross-utilization
B. Flexible scheduling
C. Job enlargement
D. Job enrichment
E. Work prospecting |
|
Definition
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Term
Faith works at a company where every worker must meet a certain percentage of billable hours per quarter to be eligible for bonuses. Which alternative compensation strategy to pay-for-performance does this scenario exemplify?
A. Merit increases
B. Annual bonus
C. Stock options
D. Profit sharing
E. Gain sharing
F. Piece rate
G. Sales commission
H. Goal sharing |
|
Definition
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Term
After doing incredibly well as an RBT, Franklin is promoted to trainer. While he is excited about the opportunity, after a few months, he continues to struggle, often receiving poor reviews from trainees who say that Franklin “seems like he was a good worker, but often provided lackluster instruction and feedback.” This is an example of which of Abernathy’s sins of traditional wages?
A. Fixed-cost pay
B. Corporate socialism
C. Performance-based promotions
D. Management by exception |
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Definition
C. Performance-based promotions
[image] |
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Term
Mabel is developing an organizational scorecard. After breaking down the company’s objectives, she breaks them down by specific behaviors/results. For example, for the “Sales” category, Mabel specified that staff would be measured according to the number of products sold and their customer satisfaction rating. She sets the lowest score for the latter as 60%, with the goal being 90% or better. Which step in creating an organizational scorecard does this scenario exemplify?
A. Step 1: Identify and categorize goals
B. Step 2: Weigh each goal category based on its priority
C. Step 3: List measures that impact the goal category
D. Step 4: Decide measures and ranges in each category
E. Step 5: List jobs and assign weights based on which jobs influence which measures |
|
Definition
| D. Step 4: Decide measures and ranges in each category |
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Term
Which of the following scenarios does not describe an example of the role of a manager in a pay-for-performance system?
A. Kim reviews the organization's performance scorecards to ensure data collection remains accurate.
B. Neal completes annual performance reviews based on managers' thoughts toward their supervisees' teamwork and discipline.
C. Seth provides frequent vocal and graphic feedback to his team members after they complete a crucial task.
D. Saul frequently reviews the number of tasks available and each assigned staff's schedule to ensure they have plenty of opportunities to maximize their pay. |
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Definition
| B. Neal completes annual performance reviews based on managers' thoughts toward their supervisees' teamwork and discipline. |
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Term
Juliana normally conducts assessments at her company. However, her boss recently approached her with the opportunity to seek out contracts from other organizations that need assessments completed. In exchange, Juliana would receive a percentage of any contract she brings in. This company is at which level for transitioning to a pay-for- performance system?
A. Level 1: Results focus
B. Level 2: Stakeholder pay
C. Level 3: Job enrichment
D. Level 4: Self-managing employees |
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Definition
C. Level 3: Job enrichment
[image] |
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Term
Which of the following is an example of pay for performance?
A. At the company where Lola works, employees earn a bonus based on factors such as scorecard measures and company profit.
B. At the company where Kaya works, all employees are provided with an annual raise in July and an end-of-year bonus in January. |
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Definition
| A. At the company where Lola works, employees earn a bonus based on factors such as scorecard measures and company profit. |
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Term
Parker’s monthly salary is $5000, and his incentive pay basis percent is 4%. This month, his performance index score is 90% and the company multiplier is 1.5. What is Parker’s profit indexed performance pay for this month?
A. $200
B. $180
C. $270
D. $300 |
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Definition
| 5,000 x .04 x .90 x 1.5 = 270 |
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Term
Which of the following is an example of an incentive?
A. When Lola observes staff using the new datasheet correctly, she gives them a ticket for the monthly company raffle.
B. Before the subsequent trial, Claire says "Hey, Lindsay. During the last program, you provided praise too long after the client engaged in the target skill. Try to provide it immediately afterward this time".
C. Douglas is speaking loudkly to his customers on the phone often annoys Nathan and decreases Nathan's productivity. Dwight moves Nathan to a quieter corner of the office, and Nathan's productive improves.
D. Sonja sees Tracy as she walks into the office and says, "Tracy, you're such a great supervisee!" |
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Definition
| A. When Lola observes staff using the new datasheet correctly, she gives them a ticket for the monthly company raffle. |
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Term
The intake specialist at a company asks a potential customer a series of questions. Once the potential customer becomes a client, she meets with the supervising BCBA, who asks the same questions. After meeting the BCBA, the client meets with the RBT, receiving the same questions again, which annoys the client. What kind of process waste does this scienario exmeplify?
a. inventory
b. waiting
c. overproduction
d. overprocessing |
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Definition
d. overprocessing
*doing more than what the customer wants |
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Term
Which of the following is an example of goal sharing?
A. Jason works at a collections firm where he must call debtors and establish a plan to pay back their debt. Jason must set up 15 plans in a week to be eligible for his bonus.
B. Jennie and her coworkers were excited to hear they would receive their annual holiday bonus one week early.
C. Edgar's company saw record sales this year, bringing in more money than usual. Edgar divides a portion of his extra money and rewards all his employees as a thank-you for all their hard work
D. Sean works at a factory where those on the assembly line make a set amount of extra money for every additional product assembled. Sean and his coworkers often take very few breaks to maximize their profit. |
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Definition
A. Jason works at a collections firm where he must call debtors and establish a plan to pay back their debt. Jason must set up 15 plans in a week to be eligible for his bonus.
**Goal sharing: A plan in which goals are set, and compensation is provided when the goals are met. In Jason's example, he must meet a goal (15 plans a week) to be eligible for his bonus. |
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Term
Which of the following scenarios exemplifies level 4: (self managing employees) of transitioning to a pay-for-performance system?
A. Throughout the week, Lidia has observed exemplary employees at work, identifying their critical behaviors to help them stand out from their peers. These observations will help Lidia and her team develop scorecards for each position.
B. Leon has agreed to give up part of his pay towards a bonus he could earn if he engages in key behaviors identified by the leadership team. Since Leon already does most of these, his boss feels he will earn substantially more than Leon is already making.
C. Sindy, who was a manager at her company, has transitioned to the role of a "team leader." She provides feedback to her team members and reviews their individualized goals according to their scorecards the company has spent months developing.
D. Jerri is increasing the opportunities for her employees to earn more in their roles. One option includes a work prospecting program where her employees can seek out additional contracts art local companies in the area |
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Definition
C. Sindy, who was a manager at her company, has transitioned to the role of a "team leader." She provides feedback to her team members and reviews their individualized goals according to their scorecards the company has spent months developing.
Level 4: self-managed
*The organization implements a hiring freeze on managers. All remaining managers practice performance management as their performance pay opportunities increase along with their span of control. Lastly, the organization identifies and trains team leaders. Sindy for example, has transitioned to the team leader role. |
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Term
There is only one assessment kit at a clinic, and it is not stored in a central location. This results in employees wasting time going around the clinic looking for equipment. What kid of process waste does this scenario exemplify?
a. transportation
b. motion
c. defects
d. skills |
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Definition
b. motion
** unnecessary movement of people or tools. This type of waste refers to the short-distance movement of people. |
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Term
Which of the following options is false about the study by George and Hopkins (1989)?
A. the participants were twenty-three waitpersons across two restaurants.
B. they replaced hourly pay with the ability to earn a percentage of the daily gross sales.
C. they compared conditions with feedback alone and feedback with a commission
d. management was satisfied with the increase in quality and work rate |
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Definition
C. they compared conditions with feedback alone and feedback with a commission
[image][image] |
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Term
Which of the following scenarios depicts an issue in the "Training: area of the PDC-HS?
A. a client's parents have complained that the previously successful intervention has had mixed results lately. The RBT, Rosemarie, has not received supervision for a month.
B. Omar cannot complete updates to his client's programming being completely unfamiliar with the company's online portal. He has not yet received instructions on how to navigate it.
C. Donna needs to use the clinic's only assessment kit but cannot locate it. The forced her to waste most of her time scheduled for her client.
D. Mark frequently forgets to submit his updated graphs by the weekly deadline. This confuses his supervisor because Mark has demonstrated the skill in the past. |
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Definition
B. Omar cannot complete updates to his client's programming being completely unfamiliar with the company's online portal. He has not yet received instructions on how to navigate it.
[image] |
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Term
Which of the following is an example of Performance Management (PM)?
A. contingent on meeting their assessment deadlines, Tommie provides his BCBA supervisees with a ticket to the monthly employee raffle.
B. as a part of a consult, Ervin has his client describe the current supervision process for the company's RBTs, and together they create an outline for what the process should look like in the future.
C. in the early stages of a consult, Valerie describes how her client will pay for services bi-weekly.
D. Remy met with his clients and discussed how their company discharges clients, noting key performers in each step
D. |
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Definition
A. contingent on meeting their assessment deadlines, Tommie provides his BCBA supervisees with a ticket to the monthly employee raffle.
**In PM, the focus is on individuals or groups of employees. When implementing PM, individuals collect objective data on an employee's behavior and influence antecedents and consequences to improve performance. You'll see common interventions such as feedback, training, goal setting, creating job aids, reducing unpleasantness, etc., all used in this sub-area of OBM. Tommie's focus is on a group of employees. Contingent on them reaching a goal, he provides a consequence, a ticket for a raffle.
Whereas in BSA, we examine how the organization interacts with the external environment, and internally, we examine the processes that result in the products/services (outputs) received by the organization's customers. |
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Term
Which of the following scenarios exemplifies a performer demonstrating a skill deficit?
A. Roosevelt has received extensive training in implementing functional analyses (FA). However, the new clinic where he works lacks safety equipment, making it impossible for him to run a functional analysis.
B. Candice used to see 3 to 4 clients a day when she first started supervising in-home cases. Now, she generally only visits one or two daily, as she is unwilling to spend significant portions of her day in traffic between clients.
C. The Lead BCBA, Darnell, is currently recovering from a broken foot and cannot show his supervisee how to pick up the client when he engages in a tantrum.
D. Jeanette informs her new supervisor, Sally, that she has previously used the ABLLS, AFLS, and VP-MAPP skill assessments. When Sally asked if Jeanette had used Essential for Living, Jeanette said she was unfamiliar with it. |
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Definition
D. Jeanette informs her new supervisor, Sally, that she has previously used the ABLLS, AFLS, and VP-MAPP skill assessments. When Sally asked if Jeanette had used Essential for Living, Jeanette said she was unfamiliar with it.
**skill deficit: the employee cannot engage in a task but has demonstrated the capacity to learn or re-learn. |
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Term
Which of the following is an example of a pay-for-performance system?
A. Erin does not believe in creating "extra incentives" for her employees. "I pay them every two weeks," she says. "That means they need to do their jobs or get out."
B. Deon selects critical behaviors his employee must engage in to earn a bonus. These behaviors are tied to essential organizational metrics; typically, the better his employees do, the better the company does.
C. Del provides every employee with feedback during their annual review at the end of the year. He comments on their general attitudes toward their work on what they can do to improve.
C. Seymour sets a company-wide goal for the number of billable hours his employees must meet to maintain their current pay level. He cuts their pay if they do not reach it for several weeks. |
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Definition
B. Deon selects critical behaviors his employee must engage in to earn a bonus. These behaviors are tied to essential organizational metrics; typically, the better his employees do, the better the company does.
**Pay-for-performance (PFP) system aligns contingencies in an organization so that the better employees and the company do, the more money they can make, all things being equal. Within a PFP system, an organization ties employee compensation to key behaviors that also impact the organization. |
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Term
Faith is the owner of a company that provides ABA services to individuals in the community. Specifically, her company offers early intervention, social skills groups, and caregiver training. Faith's company receives funding from insurance providers, and these funds allow her to compensate her workers. She regularly reviews the performance of each department and the work they do, including billing, training, and onboarding. Before the first of the month, she meets with her leadership team and outlines her target of completing assessments for four new clients within a week of intake. Which of the following options is an example of a process?
A. ABA services (early intervention, social skills groups, and caregiver training)
B. Completing the assessments for four new clients within a week
C. billing, training, and onboarding
D. The funding from insurance companies |
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Definition
C. billing, training, and onboarding
*A process is a series of tasks or steps that convert inputs into outputs. For example, training, billing, onboarding, intake, discharge, and marketing are standard processes in many organizations. Our focus is on how inputs get turned into outputs when looking at processes. |
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Term
[image]
A. budgeting
B. feedback
C. providing input to the company
D. coaching |
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Definition
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Term
A BCBA struggles to write all a client's objectives, having only received an hour's notice. This scenario exemplifies which reason for staff performance problems?
A. Lack of resources or time
B. skill deficit
C. lack of ability
D. lack of motivation |
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Definition
| A. Lack of resources or time |
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Term
Which of the following scenarios exemplifies a defect process waste?
A. Frederick works at a center supervising RBTs working with adults. Cumulatively, he wastes at least an hour going from room to room verifying each staff member's schedule.
B. After completing client sessions, Casey sits around the clinic on his phone with nothing to do until his next meeting much later in the afternoon.
C. Every few weeks, Ignacio spends hours reviewing every practitioner's client programs and fixing the format to fit the company's standards.
D. During intakes, Stacy asks potential customers several questions about how they heard about the company. She does not relay this information to the marketing team or write it anywhere. |
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Definition
C. Every few weeks, Ignacio spends hours reviewing every practitioner's client programs and fixing the format to fit the company's standards.
*"Defets" refer to creating or fixing something that doesn't meet requirements. "Waiting" occurs when additional time is spent waiting for the next steps in a process (Casey's example). "Motion" waste is evident when there is an unnecessary movement of tools or people. This type of waste refers to the short-distance movement of people (Frederick's example)
"Inventory" occurs when an employee gathers or stores unneeded products or information (Stacy's example) |
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Term
Given the following information, what is the employee's profit indexed performance pay?
Salary= $4200
Basis percent= 4%
Performance index= 75%
Company multiplier= 2
a. $189
b. $252
c. $126
d. $630 |
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Definition
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Term
Which of the following is NOT an example of Organizational Behavior Management (OBM)?
A. Glenda has the employees complete a survey assessing their satisfaction with their organizational roles by answering a series of questions using a Likert scale.
B. Melissa analyzed key processes within her organization, noting specific repetitive tasks slowing down the onboarding of new clients.
C. Luna assesses her clinical staff and provides positive feedback when she sees them use their legs and proper hold to lift each other during safety training.
D. Nathan and his leadership team developed a compensation system where employees receive a bonus for engaging in target behaviors by a specific time. |
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Definition
A. Glenda has the employees complete a survey assessing their satisfaction with their organizational roles by answering a series of questions using a Likert scale.
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Term
Gretta is the newly hired Director of Operations at her company. She examines the company's standing amongst critical competitors to understand her employer's role in the local market. The example describes an analysis at which level of BSA?
A. process
B. organizational
C. job/performer
D. supplier |
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Definition
B. organizational
The analyst broadly examines the organization at the organizational level, emphasizing how it interacts with external entities such as customers, competitors (as in this scenario), and suppliers. At the process level, there is a greater focus on the inter-relations between different departments, or functions, to understand how work gets done and how outputs are produced. At the job/performer level, the analyst examine show individual performers operate within processes. |
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Term
Esmeralda conducts PIC/NIC analysis with Wendell, the clinic's Lead BCBA. Wendell has expressed concerns that some supervisees disregard specific programs in their clients' behavior plans and should ideally be running all of them. Esmeralda has completed an ABC analysis of the desired performance, running all programs. Given this information, what is the next step for Esmeralda to take when conducting a PIC/NIC analysis?
A. Having Wendell describe what supervisees should be doing instead of disregarding some of the client's programs.
B. Determine the severity of disregarding specific programs.
C. Complete an ABC analysis of running all client programs.
D. According to Wendell's information, summarize all the current antecedents and consequences |
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Definition
D. According to Wendell's information, summarize all the current antecedents and consequences
[image] |
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Term
[image]
A. increase the amount of supervision
B. clarify each employee of their role at the resturant
C. assess whether additional work task are interfering with their current performance
D. Provide additional training on fluency |
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Definition
| D. Provide additional training on fluency |
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Term
Which of the following scenarios exemplifies the "select measure for each goal" step in creating an organizational scorecard?
A. Silvana is a task force developing scorecards for a school's staff. After identifying the school's priorities and relative importance, she suggests that "teaching productivity" will be measured by the number of learning opportunities each teacher provides throughout the day
B. Vivian develops performance scorecards for a clinic. She worked with management until they reached a consensus on what overall goals to focus on. After they decided on their relative importance and measures, Vivian collected data on the levels that would make exemplary performance stand out.
C. Lynne, a clinical director, has been working on creating scorecards for her clinic. Before piloting the scorecards, she developed measures according to each category and penciled in perspective ranges for each measure. She adjusts several measures' importance as she plugs in different roles on a few scorecards.
D. Melinda consults with an organization that wants to develop scorecards for all their departments and employees. As a first step and before developing measures, she has them list all the objectives they would like to accomplish, differentiating them by how far they can reach them in the future |
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Definition
A. Silvana is a task force developing scorecards for a school's staff. After identifying the school's priorities and relative importance, she suggests that "teaching productivity" will be measured by the number of learning opportunities each teacher provides throughout the day
[image] |
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Term
[image]
A. departments/functions and external customers that receive outputs
B. inputs
C. departments/functions and suppliers that provide the inputs
D. outputs |
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Definition
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Term
[image]
A. departments/functions and external customers that receive outputs
B. inputs
C. departments/functions and suppliers that provide the inputs
D. outputs |
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Definition
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Term
Which of the following scenarios describes an individual using a PIC/NIC Analysis?
A. Pat interviews Rosie and asks about her RBTs calling out. Rosie describes the consequences they contact for calling out and the consequences of completing their jobs.
B. Bertha sits down with Geradro and asks him to describe everyday evens before and after an employee submits an incomplete report.
C. Antoinette observes Sonia as she performs her typical job duties. Antoinette noted that before Sonia yelled at a supervisee, she read a logbook.
D. Owen interviews Geneva, a supervisor at a company. He asks her a series of questions and notes that supervisees cannot fluently complete their billing reports and have very few resources to help them. |
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Definition
A. Pat interviews Rosie and asks about her RBTs calling out. Rosie describes the consequences they contact for calling out and the consequences of completing their jobs.
[image] |
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Term
Which of the following scenarios is an example of the "problem identification" step of the performance improvement process?
A. Haleigh notices that her supervisee frequently uses subjective language in their session notes, which will require correction.
B. Ken interviews a BCBA at the organization and asks her questions regarding the events preceding and following her supervisee's raising her voice towards coworkers.
C. Susan decides to develop a job aid to give her RBT to remind her how to update graphs on the company portal.
D. Tim collects data on his supervisee attending meetings on time following a few weeks of positive feedback for showing up on time. |
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Definition
A. Haleigh notices that her supervisee frequently uses subjective language in their session notes, which will require correction.
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Term
Which of the following scenarios contains an example of a behavioral product?
A. Lucy provides her supervisor with a list of trainings conducted throughout the year, including each class's pass rate and objectives
B. Elias reads over a report of the company's finances over the last fiscal year.
C. Before meeting at the school, Dora reviews her student's individualized education plan (IEP), which his teachers have been updating throughout the year.
D. Erick inspects his RBT's completed data sheet following the acquisition program she just finished running. |
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Definition
| D. Erick inspects his RBT's completed data sheet following the acquisition program she just finished running. |
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Term
Which of the following is an example of management by exception, one of Abernathy's seven sins associated with traditional wages?
A. Alberta works at a clinic and must be there from 9 am - 5 pm. She finds that on most days, she completes all her supervision and program updates within 5 hours. The rest of the time, she finds ways to "look busy"
B. Sonny works at an organization that does not have a standardized form for supervisors to provide feedback to their supervisees. When one of his RBTs asks Sonny how they did during the session, Sonny responds, "you did great! Keep it up!" The RBT is confused about what he should continue doing and what he needs to improve.
C. Doyle was angered to learn that he would not receive his annual bonus this year. He complained to anyone that would listen, "this company owe me for all the hard work I did!"
D. Julie and Abel are working on developing a series of training videos for their organization. When they hear their supervisor Mario coming, they quickly find something to do as she frequently yells at them when they "don't look busy." |
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Definition
D. Julie and Abel are working on developing a series of training videos for their organization. When they hear their supervisor Mario coming, they quickly find something to do as she frequently yells at them when they "don't look busy."
Management by exception or "managing by fear" occurs when managers only provide employees with feedback or other performance consequences when mistakes/performance problems aris. |
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Term
Which of the following is an example of a job aid?
A. Alexander is working with her supervisees and teaches him how to complete a preference assessment by first instructing him on the steps, showing him what to do, allowing him to practice, and then telling him how he can improve.
B. Tyler posts a sign near the playground entrance that says, "staff members, remember to wash your hands when you come back inside!"
C. Rodolfo holds a meeting with his supervisee to review the steps required to upload a program to the company's online portal.
D. Orlando tells Lindsey she must score at least 80% given ten role-play activities to pass the competency drill. |
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Definition
| B. Tyler posts a sign near the playground entrance that says, "staff members, remember to wash your hands when you come back inside!" |
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Term
[image]
A. consequence
B. input
C. feedback
D. output |
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Definition
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Term
Which of the following is an example of work prospecting?
A. Antonio serves as the in-house trainer for his organization, delivering training on various topics, including verbal behavior, safety, and assessments. His boss recently allowed Antonio to reach out to other organizations in the community to see if they would be interested in Antonio giving training as a contractor
B. Melba has worked for a company as a direct supervisor for over two years and has exceptionally done her job. Her boss recently offered Melba a new opportunity to learn from the company's training department how they organize the online and in-person training with the expectation that Melba will be able to complete this task.
C. Marceline's boss allows her to leave early for the day after she completes the new hire training promptly and provides her with additional compensation for ensuring that prep work is complete for the next semester.
D. Darlene is in charge of scheduling RBT sessions at an ABA center. After several months, her clinical director allows her to schedule supervisor sessions and assessments. |
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Definition
A. Antonio serves as the in-house trainer for his organization, delivering training on various topics, including verbal behavior, safety, and assessments. His boss recently allowed Antonio to reach out to other organizations in the community to see if they would be interested in Antonio giving training as a contractor
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Term
Thea is managing direct care staff at a group home. All direct care staff receive the same pay rate and pay increases annually. Some staff members only perform the minimum job requirements, while others perform the bulk of the daily work, sometimes doing work for others. Eventually, the top performers feel overworked and quit.
This is an example of which of Abernathy’s seven sins associated with traditional wages?
Corporate socialism
fix-cost pay
pay for time
performance-based promotion |
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Definition
Corporate socialism
A key feature of corporate socialism is that all performers receive the same pay rate regardless of performance. Here, we see that Thea has established a standard pay rate for all employees, resulting in poor performers doing the minimum and high performers leaving as a result. This is not an example of performance-based promotions since there is nothing to indicate that the top performers are receiving promotions. It’s possible that this could be a pay-for-time environment, but if this were an example of one of Abernathy’s sins associated with traditional wages, it would include details of employees taking longer to do a job than is required, just to earn the maximum amount of money. Similarly, this company may have problems associated with this fix-cost pay system, but if this were an example of one of Abernathy’s sins, there would be details about the company having to pay out increasing wages to employees even though the company hasn’t increased their profits as much. |
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Term
Brynn is the supervisor of a small team of behavior technicians who provide support in a public school. Since Brynn only visits the school once a month, she relies on teachers' reports to determine how her team is doing. After speaking with several teachers today, Brynn emails the technicians to tell them they are doing well and to keep providing the same quality of services.
This is an example of which of Abernathy’s seven sins associated with traditional wages?
Corporate socialism
management by exception
management by perception
performance-based promotion |
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Definition
management by perception
In this example, there is no formal evaluation process established by Brynn. The minimal use of teacher reports without a specific evaluation system would suggest that this is an issue of management by perception. If this were an example of corporate socialism, Brynn would establish a base pay for all employees regardless of performance, which would cause the performance of top employees to suffer. If this were an example of management by exception, we would see Brynn only providing feedback to employees when there are performance issues but ignoring employees when they are performing well. Finally, this is not an example of performance-based promotions since there is no mention of promotions for the employees. |
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Term
A company gives out a holiday bonus to all central administration staff at the end of the fiscal year. This year, the business significantly decreased profitability, forcing it to move to a remote model. After giving bonuses, the CEO notes that the company is much more in the red than last year and decides to cut each department’s budget by $100,000.
This is an example of which of Abernathy’s seven sins associated with traditional wages?
entitement thinking
fix-cost pay
management by exception
pay for time |
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Definition
fix-cost pay
The company will have a fluctuating profit margin, yet payroll will continue to increase annually. This can result in circumstances like we see here, where budget cuts are necessary to maintain the current payroll structure. This example doesn’t mention that employees would be provided feedback on their poor performance as you might see with management by exception. For this to be an example of entitlement thinking there would be an indication that employees expect annual pay increases. For this to be an example of pay for time as one of Abernathy’s sins associated with traditional wages, the scenario would include information about employees who are not necessarily productive while on the clock, because they are just being paid for their time. |
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Term
Eloise is the general manager of several electronic stores. She is in close contact with each store's manager and often asks how each salesperson is doing. If a salesperson is doing well, she suggests that the manager shift that employee to the loftier trainer role to encourage others to perform better. This situation has resulted in more trainers and fewer salespeople.
This is an example of which of Abernathy’s seven sins associated with traditional wages?
entitlement thinking
management by exception
management by perception
performance-based promotion |
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Definition
performance-based promotion
Because exceptional performance is resulting in promotions, the current workforce begins to diminish as a result. There is no discussion about employees feeling entitled to pay raises or promotions in this example. Because the promotions are based on performance, we can determine that both management by exception (where employees are ignored unless there is a performance problem) and management by perception (where employees are judged subjectively) are not demonstrated here. |
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Term
Richie works at a local business that provides care for dogs during the day. Richie is scheduled to work from 9:00 a.m.–5:00 p.m., Monday through Friday. Richie is responsible for the direct care of the dogs. The dogs are picked up each day at 3:00 p.m. The last 2 hours of Richie’s day, since there are no longer any dogs to care for, he spends the rest of his shift on his personal cell phone until his shift ends at 5:00 p.m.
This is an example of which of Abernathy’s seven sins associated with traditional wages?
corporate socialism
entitlement thinking
fix-cost pay
pay for time |
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Definition
pay for time
Richie’s pay is based on time and not task, which is why Richie is able to remain at the site without engaging in work-related behavior for the duration of his shift. This example would not be a fix-cost pay example since fix-cost pay typically refers to annual pay increases and the resulting problem when an organization must pay out more than they brought in during the year. This is also not an example of entitlement thinking or corporate socialism, where the employee expects certain pay increases or receives equal pay regardless of individual performance. |
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Term
A company that creates educational materials for practitioners has had an exceptional fiscal year. To reward all their employees for their hard work throughout the year, the leadership team decided to provide a bonus to all employees by divvying up the organization's extra money. In previous years, they could not offer this bonus to employees due to the company mostly breaking even during its first few years.
This is an example of which alternative compensation strategy?
annual bonus
merit increase
profit sharing
stock option |
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Definition
profit sharing
Since the organization is taking annual profits and dividing them up among employees, we would call this an example of profit sharing. This is not an increase on salary based on merit, nor is it a set annual bonus that would be granted to the employees independent of the company’s profits. This is also not an example of stock options since it does not allow employees to purchase and own shares. |
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Term
Regional teams are each given a marketing budget of $5,000 to use at their discretion. One region only spends $3,000, leaving them with $2,000 unspent. Since they came in under budget, the organization gives each of 10 regional employees a $200 stipend. This is an example of which alternative compensation strategy?
gain sharing
piece rate
profit sharing
stock options |
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Definition
gain sharing
Since the department was able to save money, the organization shared the extra money with the department as a result. This is a clear example of gain sharing. This is not an example of piece rate, which would require the organization to pay for each completed unit. This is also not an example of stock options since it does not offer shares to the employees in the scenario. If this were an example of profit sharing, the company would be sharing some proportion of profits with employees instead of some proportion of the cost savings. |
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Term
A large coffee chain has recently added additional perks to their employee benefits. Employees can now purchase shares in the company, which, depending on how the market is trending, can cash out at a higher rate than when they were purchased. This is an example of which alternative compensation strategy?
gain sharing
profit sharing
sales commissions
stock options |
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Definition
stock options
The reference to shares makes this an example of stock options. This is not an example of sales commissions since the employees are not getting additional pay due to sales. Additionally, this is not profit sharing since this does not refer to the overall profits of the organization being divvied up among the employees. Nor is this an example of gain sharing because there is no mention of reductions in cost being shared with the employees.
stock options |
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Term
Hannalee works as a floor manager at a furniture store. As part of her duties there, she is responsible for assisting customers when they purchase couches, bedroom furniture, or dining sets. For every piece of furniture that one of her customers buys, Hannalee receives a percentage of the profit earned.
This is an example of which alternative compensation strategy?
merit increase
piece rate
sales commission
stock options |
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Definition
sales commission
This example refers to sales commissions, where employees may get additional pay as a result of units sold. This is not piece rate, where the rate of pay relies on the number of units produced. Additionally, since this is a more objective way to divvy out pay and is not just an increase in salary, we can determine that this is not a merit increase pay structure. Finally, there is no discussion about shares, so we can assume this is not related to stock options. |
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Term
When a group of employees successfully reduces costs over the previous year, and the savings are split amongst the employees as a form of pay incentive, this practice is known as ______ sharing.
cost
gain
goal
profit |
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Definition
gain
Gain sharing is a plan that involves providing money, which was saved through expense reduction achieved by the employees, to employees as a form of pay incentive. Goal sharing is a plan in which goals are predetermined and compensation is provided contingent on when the goals are achieved. Profit sharing is a plan that provides a portion of the year-end profit with the employees. Cost sharing is not a type of traditional performance pay plan. |
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Term
At the end of the school year, all BCBAs are eligible to get up to a 4% increase in salary. The supervisor gives a 4% raise to all but one BCBA. That one BCBA receives a 3% increase due to some concerns brought to the supervisor about the BCBA’s professional communication. This is an example of which alternative compensation strategy?
annual bonus
gain sharing
goal sharing
merit increase |
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Definition
merit increase
This is an example of a merit increase alternative compensation strategy. Merit increase is a raise in pay provided to an employee. All employees were eligible to receive up to a 4% increase in salary. The one BCBA only received a 3% increase due to the opinion of the supervisor. An annual bonus plan involves compensation being provided to an employee once a year in addition to base pay, but not a raise in annual salary. Goal sharing is a plan in which goals are predetermined and compensation is contingent on when those goals are achieved. Gain sharing is a plan that splits money saved through expense reduction with employees. |
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Term
For the past 5 years, the owner of an ABA clinic has given employees an additional $1,500 at the end of the year. This year, the clinic lost a significant amount of money due to telehealth services, and the owner can only give employees $300 instead of $1,500. This is an example of which alternative compensation strategy?
annual bonus
goal sharing
profit sharing
sales commissions |
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Definition
annual bonus
This is an example of an annual bonus. An annual bonus plan involves compensation being provided to an employee once a year in addition to base pay. For the past 5 years, the owner of an ABA clinic has provided employees with an additional $1,500 at the end of the year. This year it provided employees with $300 in addition to their base salary. Goal sharing is a plan in which goals are predetermined and compensation is contingent on when those goals are achieved. Gain sharing is a plan that splits the money saved through expense reduction with employees. Sales commissions are bonuses provided to an employee, based on the number of products that employee sells. |
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Term
Hector’s company provides in-home services to children with autism. With the company’s recent growth, Hector and his team created an online scheduling assistant for all team members to review. To transition all staff to this new tool, Hector sets a company-wide goal that 90% of staff will have a schedule created in the next week. If the company reaches that 90%, each employee can get a small stipend or 4 hours of paid time off.
This is an example of which alternative compensation strategy?
annual bonus
gain sharing
goal sharing
piece rate |
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Definition
goal sharing
Goal sharing is a plan in which goals are predetermined and compensation is contingent on when those goals are achieved. In this example, a company-wide goal is set, and a small stipend or 4 hours of paid time off will be provided, contingent on reaching the set goal. An annual bonus plan involves compensation being provided to an employee once a year in addition to base pay, but it is not contingent on any specific performance. Gain sharing is a plan that splits the money saved through expense reduction with employees. Piece rate involves paying employees based on the number of products they create. |
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Term
Members of a tech team are asked to publish data reports across various departments in the company. Each time a tech team member publishes a report, they receive a $500 check. Team members have published many reports in the past few days, though those reports often missed important data and thus were not easy to understand.
This is an example of which alternative compensation strategy?
goal sharing
merit increase
piece rate
sales commissions |
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Definition
piece rate
Piece rate is a plan that pays employees a fixed amount for each unit or performance. In this example, the fixed amount of $500 was provided each time an employee published a report. Goal sharing is a plan in which goals are predetermined and compensation is contingent on when those goals are achieved. Merit increase is a raise in salary provided to an employee, not necessarily contingent on a specific performance. Sales commissions provide a portion of the profits from a sale to the employee who made the sale. |
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Term
Abraham is helping an organization create a scorecard for its workers. After compiling a list of critical priorities through interviews and observations, Abraham presents the leadership team with a list of five. The group discusses each priority’s relative importance to the company, decides that certain ones are more important than others, and asks Abraham to reflect their decision on the scorecard.
This is an example of which step for creating an organizational scorecard?
a. determine weights for each goal
b. identify ranges for measures
c. identify short- and long-term goals
d. select measures for each goal |
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Definition
a. determine weights for each goal
This is an example of the step of determining weights for each goal. In this example, five of the critical priorities are evaluated based on relative importance to the company, which would be an example of determining weight for each goal. The weight of each goal category is based on order of priority for the organization. Ranges for measures in each category will be determined after measures have been selected for each goal, but those steps involve identifying the relevant performances, not prioritizing one over another (which is what is being described here). Identifying short- and long-term goals involves identifying the immediate and long-term priorities of the organization. |
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Term
Akira has recently created a comprehensive scorecard for her employees. Based on the organization’s priorities, she has determined that the sales employees’ customer-satisfaction-related behaviors are more important than their other assigned tasks. She applies a formula so that measures for behavior that the sales staff engage in related to customer satisfaction earn more points than other tasks on the scorecard.
This is an example of which step for creating an organizational scorecard?
a. assign weights to each job
b. determine weights for each goals
c. identify short- and long-term goals
d. select measures for each goal |
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Definition
a. assign weights to each job
This is an example of the step of assigning weights to each job. Weights are assigned to each job based upon what they can influence. In this example, Akira develops a formula to ensure that measures for behavior that the sales staff engage in related to customer satisfaction earn more points than other tasks on the scorecard. She is assigning a higher weight to this task for the sales job than other tasks that this job function does. Identifying short- and long-term goals, determining weights for each goal, and selecting measures for each goal are steps that involve looking at the whole organization, not just the tasks for just one job function. |
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Term
Corbin’s new coffee shop is starting to get busy. Once Corbin has selected the behaviors he wants to see from his employees, he determines how many opportunities the employees might have to engage in the desired behaviors. He identifies the baseline and then creates an upper limit for the expected performance and scores for each behavior. For example, he has identified upselling a pastry as a desired behavior, with a current baseline around 50% and an upper measure of 90% of opportunities for the behavior.
This is an example of which step for creating an organizational scorecard?
a. assign weights to each job
b. determine weights for each goal
c. identify ranges for measures
d. identify short- and long-term goals |
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Definition
c. identify ranges for measures
Once Corbin has selected the behaviors he wants to see from his employees, he determines how many opportunities the employees might have to engage in the desired behaviors. He selects the ranges for the measures by determining what the current level of performance is and how much behavior he would like to see occurring. If Corbin were assigning weights to each job, he would be looking at one job function (e.g., the servers in the coffee shop) and determining the relative priority for each of the measures that that job function can influence. For example, they can influence sales more than they can influence labor costs, so sales would be weighed higher on the scorecard for sales than labor. Identifying short- and long-term goals and then determining weights for each of those goals is done before the measures can be selected and the ranges for those measures can be identified. |
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Term
The leadership team of an adult day program is deciding what critical behaviors to focus on as they transition to performance scorecards. They describe two key behaviors: clocking in and out of work on time and completing the assigned end-of-day task. They decide to record these behaviors by the percentage of times they occur per week.
This is an example of which step for creating an organizational scorecard?
a. assign weights to each job
b. determine weights for each goal
c. identify ranges for measures
d. identify short- and long-term goals
e. select measures for each goal |
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Definition
e. select measures for each goal
The leadership team decided the critical behaviors to focus on as they transition to performance scorecards. After determining the two key behaviors, they select measures for each of these goals by determining the percentage of times they occur per week. Before doing this, they have likely already identified the company’s short- and long-term goals and then determined the relative priority of each goal and assigned weights for each goal. Both tasks are related to the overall organizational mission and strategy. Now that the leadership team has selected measures for at least some of the goals, they can now identify ranges for each of the measures (i.e., what are the lowest and highest expected percentages for each of these measures?). They could then look at each job function and assign weights to each of these tasks based on that job’s ability to influence that measure. |
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Term
Basilio has been a shift supervisor at his coffee shop for the last several months. Recently, his manager has allowed him to place product orders and select roasts of coffee to have in stock without requiring additional approval. This is an example of which strategy?
cross-utilization
flexible scheduling
job enrichment
work prospecting |
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Definition
Job enrichment
Job enrichment occurs when an organization increases the authority of specific positions. In this example, Basilio can place product orders and select roasts to stock without requiring approval. Cross-utilization is a strategy in which employees are trained to complete other jobs within the company. A related example of this might be if Basilio were to be trained to do the duties of another employee in the shop, like the human resources manager. Flexible scheduling allows employees to work fewer hours and receive compensation for increased productivity, but this example doesn’t provide any information about Basilio getting the opportunity to leave early. Work prospecting occurs when employees find new work opportunities, either within or outside the organization. This example does not suggest that Basilio is identifying other sources of revenue for the company. |
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Term
Cherine’s role at her ABA clinic has focused primarily on training and development of their clinical staff. Now that pay-for-performance systems are in place, her management team has asked that she also train the administrative employees. This is an example of which strategy?
cross-utilization
flexible scheduling
job enrichment
work prospecting
job enlargement |
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Definition
job enlargement
Job enlargement is when an organization increases the job functions of a specific position. In this example, Cherine’s role has expanded beyond training clinical staff as she also trains administrative staff. Job enrichment occurs when an organization increases the authority of specific positions. A related example of this might be if Cherine used to have to get approval to create a new training, but now she is allowed to create new trainings whenever she deems it appropriate to do so. Work prospecting occurs when employees find new work opportunities, either within or outside the organization. Flexible scheduling allows employees to work fewer hours and receive compensation for increased productivity. This scenario does not include details about either of these strategies. |
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Term
Lavania is tasked with several projects during the week. On some weeks, a task that might take 4 hours to complete may take her longer, while in other weeks, it may take less time. On weeks when the tasks take Lavania less time, she is given the choice to leave early, but still get paid a portion of her wages, as if she had stayed longer. This is an example of which strategy?
cross-utilization
flexible scheduling
job enrichment
job enlargement |
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Definition
flexible scheduling
Flexible scheduling allows employees to work fewer hours and receive compensation for increased productivity. In this example, Lavania can leave work early if she finishes sooner without forfeiting pay. Cross-utilization is a strategy in which employees are trained to complete other jobs within the company. Job enlargement is when an organization increases the job functions of a specific position. Job enrichment occurs when an organization increases the authority of particular positions. This scenario doesn’t include any information about Lavania increasing her duties or authority, so it is not an example of any of these other options. |
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Term
Lindsay primarily works in the billing department of her organization. However, as the company transitions to a PFP system, the human resources (HR) department's team leader has been teaching Lindsay to complete specific HR tasks. The organization's goal is to add the completion of these HR tasks to Lindsay's scorecard. This is an example of which strategy?
cross-utilization
flexible scheduling
job enrichment
work prospecting |
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Definition
cross-utilization
Cross-utilization is a strategy in which employees are trained to complete other jobs within the company. In this example, Lindsay learns to complete tasks outside of her normal department. Flexible scheduling allows employees to work fewer hours and receive compensation for increased productivity, but this scenario does not indicate that Lindsay is getting that option here. Job enrichment occurs when an organization increases the authority of specific positions. While Lindsay is getting the opportunity to earn more by doing different tasks, there is no indication that she has been provided with greater authority to do the tasks she already does. Work prospecting occurs when employees find new work opportunities, either within or outside the organization. Lindsay is increasing the tasks that she does as part of her job, but these do not represent new streams of revenue for the organization. |
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Term
Sal owns a produce shop. He currently employs a team of 10 employees who are responsible for shop duties. The shop is open from 9 a.m. to 3 p.m. During this time, the shop employees stock produce, assist customers, and complete other shop tasks. Once the shop closes at 3 p.m., Sal started having the employees spend the rest of the afternoon working on marketing tasks and contracts with other grocery stores. This is an example of which strategy?
cross-utilization
job enlargement
job enrichment
work prospecting |
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Definition
work prospecting
Work prospecting occurs when employees find new work opportunities, either within or outside the organization. In this example, Sal had his employees work on tasks for other shops after they finished their shifts. Cross-utilization is a strategy in which employees are trained to complete other jobs within the company. Job enlargement is when an organization increases the job functions of a specific position. Job enrichment occurs when an organization increases the authority of a particular position. Sal hasn’t increased the duties for a given job or authority within any job functions, but instead has identified new sources of income for his shop. |
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Term
During the transition to a pay-for-performance system, Susie, the CEO of an organization, institutes a hiring freeze. In addition, she has the heads of various departments start training employees from other departments on how to complete some essential job functions. For example, Chris, primarily a frontline worker, begins to learn more about the onboarding process and how to train others starting out in the company. This company is in which level of transitioning to a pay-for-performance system?
level 1: results focus
level 2: stakeholder pay
level 3: job enrichment
level 4: self-managed |
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Definition
level 3: job enrichment
Level III involves a staff hiring freeze and cross-utilization to ensure performance pay opportunities. Level I involves creating the measurement system. Level II focuses on voluntary switch-over to performance pay. Level IV should include identifying team leaders and having all managers practicing performance management. |
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Term
Kerry is a manager at a company transitioning to a pay-for-performance system that has just implemented a manager hiring freeze. As part of the transition, Kerry's boss has selected him to be a team leader for his original department, the training department. In addition, Kerry is also learning to lead the direct service department. With these increased responsibilities, Kerry’s opportunities for performance pay have increased. This company is in which level for transitioning to a pay for performance system?
level 1: results focus
level 2: stakeholder pay
level 3: job enrichment
level 4: self-managed |
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Definition
level 4: self-managed
Identifying and training team leaders, as well as implementing a manager hiring freeze are steps in Level IV. Level I involves identifying the measures and scorecards. Level II involves rolling over to voluntary performance pay. Level III involves ensuring opportunities for performance pay. |
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Term
Upon implementing a scorecard initiative, Beth Ann has been given the opportunity to set aside a percentage of her salary to be dedicated for the initiative. Beth Ann believes that the success of the scorecard via the completion of the activities targeted will ultimately result in receiving more money than she would with her usual salary. This company is in which level of transitioning to a pay-for-performance system?
level 1: results focus
level 2: stakeholder pay
level 3: job enrichment
level 4: self-managed |
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Definition
level 2: stakeholder pay
Voluntary participation in performance pay is the focus of Level II. Level I involves identifying the measures. Level III involves maximizing performance pay opportunities. Level IV focuses on identifying and training team leaders, as well as ensuring all managers utilize PM. |
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Term
During training, the BCBA asks the RBT to demonstrate fading prompts. The RBT places the demand, repeats the demand (vocal prompt) three times, and then provides a physical prompt. The BCBA asks the RBT to explain how they faded prompts in the demonstration. The RBT could not provide an explanation. This is an example of a performance problem due to which of the following:
lack of resources/time
skill deficit
lack of ability
lack of motivation |
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Definition
lack of resources/time
A skill deficit simply means the performer does not have the skill in their repertoire. Here, the RBT is simply unable to perform the requested task. This inability can be contrasted with a lack of motivation, where the performer knows how to perform the skill (i.e., it has been previously observed) but contingencies are insufficient to support behavior. A lack of ability may look like a skill deficit; however, lack of ability means that the performer is incapable of performing the behavior. For example, if I need to lift a 50-pound box and I am simply not strong enough to do so, this is a lack of ability; no amount of training will help me lift a box I am not strong enough to lift. Finally, a lack of resources exists if the performer does not have the resources or time necessary to perform the task. If the RBT rushed through teaching the program, because they need to complete a certain number of programs per day, this might relate to a lack of resources; the performer simply does not have what they need to complete the task. |
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Term
Gerasimos supervises 25 RBTs at a clinic. During his monthly review he notices that at least half of the staff members have submitted more than 20 late notes over the past three months. What is the next step Gerasimos should take when using a PIC/NIC analysis?
a. complete an ABC analysis for the correct behavior
b. summarize the antecedents and consequences which are presently occurring
c. describe what the staff should be doing
d. add "positive, immediate, and certain" consequences and antecedents for the correct performance
c. |
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Definition
c. describe what the staff should be doing
The PIC/NIC analysis involves seven steps. First, we look at the “is” state and what performance we don’t want to see. Second, we identify the “should” state by looking at what the performer should be doing (desired performance). Third, we identify the severity of the problem. Fourth, we conduct an ABC analysis for the problem performance. Fifth, we conduct an ABC analysis for the correct/desired performance. Sixth, we summarize the data from the ABC analysis. For the seventh and final step, we present a solution. In this scenario, Gerasimos has identified the problem performance he does not want to see (i.e., late note submission); he then describes the correct/desired performance to the staff at the next scheduled meeting. |
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Term
The behavior analyst identifies the problem behavior, the desired behavior, and the severity of the problem, then records the antecedent and consequence events surrounding the undesired and desired behaviors. Which assessment is being conducted?
ABC analysis
PIC/NIC analysis
Performance Diagnostic Checklist |
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Definition
PIC/NIC analysis
This scenario describes the steps of a PIC/NIC analysis: Step 1: Describe the performance you don’t want and who is doing it (the problem); Step 2: Describe what this person should be doing (desired behavior); Step 3: Determine the severity of the problem; if the problem occurs frequently, complete next steps; Step 4: Complete an ABC analysis for the problem performance; Step 5: Complete an ABC analysis for the correct performance; Step 6 (the diagnosis): Summarize the antecedents and consequences which are presently occurring; Step 7 (the solution): Add “positive, immediate, and certain” consequences and antecedents for the correct performance. The PDC takes a functional approach to determining why an employee’s problem behavior occurs. Specifically, it asks questions in multiple areas (i.e., materials) to determine where the intervention should be focused. An ABC analysis would determine the antecedents and consequences to problem behavior. |
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Term
The behavior analyst identifies the problem behavior and the employees involved. Then asks a series of questions to determine areas in which intervention may be necessary. Which assessment is being conducted?
ABC analysis
PIC/NIC analysis
Performance Diagnostic Checklist |
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Definition
Performance Diagnostic Checklist
The PDC takes a functional approach to determining why an employee’s problem behavior occurs. Specifically, it asks questions in multiple areas (i.e., materials) to determine where the intervention should be focused. An ABC analysis would determine the antecedents and consequences to problem behavior, while a PIC/NIC analysis looks at the consequences to a behavior and their likelihood, as well as the perception of the behaver. |
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Term
Following a summary of antecedents and consequences that are currently occurring, Janet identifies positive, immediate, and certain consequences and antecedents for the correct performance. Which tool is Janet using to assess performance?
ABC analysis
PIC/NIC analysis
Performance Diagnostic Checklist
Experimental analysis |
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Definition
PIC/NIC analysis
The PIC/NIC analysis is an informant-based method that expands upon an ABC analysis by looking at the consequences to performance. Here, the consequences are described as being positive, immediate, and certain (PIC), which is the most desirable. In an ABC analysis, we simply look at the events that precede and follow behavior, but do not specifically identify the characteristics of those consequences. In the PDC, the environment is the focus, where its effects on the performer are most important (i.e., access to materials, adequate room temperature). Finally, if Janet explicitly manipulated the antecedents and consequences to performance, she would be conducting an experimental analysis. However, no manipulation occurs here, only a description of variables. |
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Term
A factory hires Marco to help increase employee efficiency on certain machines. Marco observes employees while they complete their jobs on the line. He observes both the highest and lowest performing employees, noting specifically what occurs before and after the required work behavior. Which tool is Marco using to assess performance?
ABC analysis
PIC/NIC analysis
Performance Diagnostic Checklist
Experimental analysis |
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Definition
ABC analysis
An ABC analysis looks at a specific target behavior, the events that occur before the behavior, and the events that occur after. In OBM, an ABC analysis can be done through interview or direct observation (as it in this scenario). A PIC/NIC analysis is informant-based and expands upon an ABC analysis to indicate the impacts of consequences on the behavior. In a PIC/NIC analysis, consequences are analyzed in terms of their probability (certain/uncertain), timeliness (immediate/future), and whether they are positive or negative. The PDC is also an indirect assessment and focuses on the environment and context in which behaviors occur. Finally, an experimental analysis involves the systematic manipulation of variables. In this scenario, there is no manipulation, only observation. |
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Term
A construction company has hired Nuriyah to help them increase safety compliance. She has each employee complete a questionnaire regarding antecedents, equipment and processes, knowledge and skills, and consequences related to safety procedures. Which tool is Nuriyah using to assess performance?
ABC analysis
PIC/NIC analysis
Performance Diagnostic Checklist
Experimental analysis |
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Definition
Performance Diagnostic Checklist
The performance diagnostic checklist is an indirect assessment tool that identifies components of the environment and their impact on behavior. Areas such as knowledge and skills, equipment and processes, and antecedents are all analyzed to determine if they negatively impact performance. An ABC analysis yields data on the events that occur both before and after a specific response. In this example, the focus is on the overall environment, not the specific events occurring before and after behavior. In a PIC/NIC analysis, we determine the impact of consequences on performance. For example, we determine if a specific consequence is negative, immediate, and uncertain. An experimental, or functional, analysis involves systematically manipulating variables surrounding the behavior. In Nuriyah’s scenario, there is no manipulation of any variables in the environment. |
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Term
A nursing home has hired Jesse to address the problem of inconsistent security procedures such as door-locking, accounting for the location of patients, and performing routine vital checks. Jesse interviews each staff member and encounters repeated reports of a lack of formal instruction in how to conduct the expected security procedures. The results of the PDC-HS indicate a potential issue in which area?
a. training
b. resources, materials, and processes
c. task clarification and prompting
d. performances consequences, effort, and competition |
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Definition
a. training
The PDC includes four different areas: Training; resources, materials, and processes; task clarification and prompting; and performance consequences, effort, and competition. In the nursing-home scenario, we likely have a training issue, since it is reported that no formal instruction on the tasks occurred. When looking at resources, materials, and processes, we would look to see if the materials needed for task completion are available. While materials were not present in this scenario, the primary concern is a training issue (otherwise, the staff won’t know what to do with the materials). Task clarification asks if the employee has been informed that they do need to complete the task. In this scenario, staff appear to know that they are responsible for the task; they simply do not know how to do it. Finally, we can look at the consequences and competing contingencies influencing behavior. Here, however, providing reinforcing consequences would not be useful, since the employee is not engaging in the desired behavior and thus will not contact reinforcement. |
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Term
Every employee that complies with safety requirements during 100% of their shift is entered into a monthly raffle for a gift card. This is an example of which intervention for improving performance?
reducing task unpleasantness
training
incentives
task clarification |
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Definition
incentives
Incentives are rewards provided for meeting certain performance requirements. Here, the opportunity to win a gift card is contingent on compliance with safety requirements throughout an entire shift. Reducing task unpleasantness occurs when a disliked task is made more desirable. In this case, managers may make safety materials readily accessible to employees, reducing the effort it takes to engage in certain safety behaviors. Training is instruction on how to complete a specific task. Here, no training occurs, only a description of a behavioral contingency. Finally, task clarification involves specifying job requirements. An example of task clarification would be specifying the safety behaviors expected of performers. |
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Term
To ensure all steps of the approval process are completed, management creates an online checklist. This checklist must be completed with the submission of the application. Which intervention for improving performance is this an example of?
reducing task unpleasantness
training
task clarification
praise |
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Definition
task clarification
In task clarification, the requirements of the job are specifically communicated. In this example, management created a checklist that outlines (i.e., clarifies) the steps of the task to be completed. When training is used, the performer is instructed on how to complete a specific task or series of tasks. Training differs from task clarification in that training typically involves instruction, modeling, and practice. Reducing task unpleasantness occurs when a disliked task is made more desirable. In this scenario, management didn’t change any of the steps of the approval process to make them less unpleasant. Praise is used as positive reinforcement, when a meaningful, specific feedback statement is presented contingent on performance. |
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Term
Due to an increase in customer complaints regarding technicians arriving late to appointments, the management team implements a policy stating that technicians must arrive within five minutes of the time scheduled. Management will evaluate this expectation weekly until technicians achieve 95% compliance. Which intervention for improving performance is this is an example of?
goal setting
training
job aid
incentives |
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Definition
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Term
At each monthly staff meeting, Sarah highlights an RBT of the month. She identifies how that employee went above and beyond the job expectations. Which intervention for improving performance is this an example of?
praise
incentives
training
reducing task unpleasantness |
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Definition
praise
Praise is feedback about performance that is specific, sincere, meaningful, and clear. In this example, Sarah praises an RBT who goes above and beyond in their performance expectations. Incentives may be paired with praise, though incentives are tangible rewards for performance. Here, if Sarah also provided the RBT with a favorable parking spot for the month, this would be an incentive. Training is instruction on how to complete a specific task. Here, no training occurs, only a positive statement describing performance. Reducing task unpleasantness occurs when a disliked task is made more desirable. In this case, behaviors of “going above and beyond” may be made less unpleasant (i.e., easier, shorter, faster). |
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Term
The management team notices that many employees take longer than one hour for lunch. Management puts a refrigerator in the break room and provides plates and utensils. Employees can now save time by bringing their lunch instead of running out to grab food.
task clarification
feedback
goal setting
reducing task unpleasantness |
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Definition
reducing task unpleasantness
Reducing task unpleasantness occurs when a disliked task is made more desirable. In this case, “lunch” is made much easier for employees; they now have easy access to utensils, and they do not have to leave work to go buy food. In task clarification, the requirements of the job are specified; here, an example might be if employees were asked to review a daily checklist that indicated the amount of time available for lunch. If feedback were provided, employees would contact information about performance, after performance occurred. For example, management might graph the number of minutes that an employee spends at lunch and review the data with the employee at the end of the week. In goal setting, a performance standard is set and compared against current performance. For example, management may set a goal that employees return to their desks within five minutes of the end of the lunch hour. |
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Term
Jan is hired by a manufacturing company to increase safety compliance. The company reports that their employees rarely achieve above 50% compliance. Jan interviews managers, makes direct observations, and gathers survey data from employees. This is an example of which stage of the performance improvement process?
problem identification
intervention implementation
assessment
plan revision |
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Definition
problem identification
Jan is taking an initial step of the performance improvement process by identifying exactly what the problem is. This step involves identifying the performance discrepancy and determining how the problem impacts the business. Once the problem is identified, assessment can occur to determine why the problem is occurring. This may involve methods such as ABC analysis and use of the performance diagnostic checklist. Based on assessment results, interventions are identified and implemented. Progress is monitored and the plan is revised accordingly. |
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