![]() ![]() To save time, many therapists often left materials on the table or floor and reused them the next session or day. Despite having a picture-coded storage system guiding therapists to put toys and materials in their original places, toys and materials were often misplaced or missing. Whereas other research has successfully addressed treatment room cleanliness (see Carr, Wilder, Majdalany, Mathisen, & Strain, 2013), this study investigates a cost-effective, low-effort intervention to enhance tidiness at an applied behavior analysis training center through a multiple-baseline across-participants-and-locations design.Īdministrative staff and supervisors at a Hong Kong–based treatment center expressed concerns regarding the tidiness and safety of the therapy rooms. In this vein, we focus on client and staff safety by addressing workplace tidiness. Work performance interventions usually focus on improving staff member and/or client behaviors in disability services. Task clarification has been effectively combined with feedback or other strategies as a treatment package to produce behavior change in different organizational settings (e.g., Rose & Ludwig, 2009). Another OBM technology, task clarification, provides employees with specific details on job components (Crowell, Anderson, Abel, & Sergio, 1988). Alvero, Bucklin, and Austin ( 2001) noted that intervention packages that involved both antecedent manipulations and feedback achieved more consistent effects.įeedback, one of the most commonly used and effective strategies to address performance issues (Nolan, Jarema, & Austin, 1999), has been found to be successful in increasing performance in various organizational settings (Alvero et al., 2001). Wooderson, Cuskelly, and Meyer ( 2014) found interventions that only focus on changing individual staff characteristics, such as staff capacity, knowledge, and motivation, are less effective than approaches that address environmental issues, such as expectations and tools, especially when combined with interventions that focus on staff members’ needs and skills. ![]() Reid, Parsons, and Green ( 1989) suggested that improved performance obtained from antecedent strategies alone usually cannot be sustained unless direct feedback is applied as a consequence of behavior. Although it is unclear which intervention approaches are superior to the others, it appears that a combination of both interventions might achieve the best results. According to Wilder, Austin, and Casella ( 2009), there are two categories of OBM intervention: antecedent-based interventions (e.g., task clarification, goal setting, equipment modification, prompting, training) and consequence-based interventions (e.g., feedback, monetary and nonmonetary incentives). Behavioral principles can be applied to workplace settings to aid improving safety, often as part of an organizational behavior management (OBM) strategy. Although teaching safety skills to children and staff members is essential, it is equally important to maintain a clean and safe environment to prevent accidents from occurring. ![]() The National Safety Council ( 2015) noted that unintentional injuries were the fifth leading cause of death in the United States in 2012. Bureau of Labor Statistics ( 2017), in 2016 there were about 2.9 million nonfatal injuries and illnesses reported in private industry work settings, which occurred at a rate of 2.9 cases per 100 full-time-equivalent workers. An estimated 8.7 million children and teens from birth to age 19 were treated in emergency departments for unintentional injuries, in which more than 9,000 of them died due to their injuries (Centers for Disease Control and Prevention, 2008). ![]()
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