Increasing Rare Book Repairs Through Performance Management
1. Excellent Student PSY 460 Fall 2006 Krista G. Saving Our Literary World With Behavior Analysis
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4. Dat iz because your arr lazy, students worker-types bums. Yous iz no good for doing zee Library vork. Now that, Mr. Librarian, is victim blaming, saying the victim of the problem is the cause of the problem. We student workers were experiencing the real cause of poor-self management; where there was poor rule control by outcomes, which in our case, were too small to control our behavior.
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7. Natural Competing Contingency No aversive smell of glue/ mold killer BEFORE AFTER BEHAVIOR Repair one book aversive smell of glue/ mold killer
8. Analyze the Natural Contingencies Ineffective Natural Contingency Given amount of books to repair Repair one book Slightly less amount of books to repair
9. Baseline Graph This graph starts with month 1 being January 2006. The number of books we repaired definitely dropped in the summer months. baseline
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12. Input-Process-Output Model (Repaired Book) [output] Production: fix broken book [process] (Broken Books) [input]
13. Goal Specification Form Broken Books Input R&D__ _ Distribution_ __ Production: X Fix Broken Books Process Less than $100 spent on intervention N/A Cost Before new shipment of books No deadline Timeliness 4 books a day 1 books a day Quantity Books repaired properly 100% of the time Books repaired properly 80% of the time Ideal Current Quality Standards Fully Repaired Books Output
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15. Design the Intervention Performance Management Contingency Fear the loss of a point toward bonus Will lose points toward bonus at end of month Repair one book Repair one book Will not lose points toward bonus at end of month Do not fear the loss of a point toward bonus