Summarizes limitations of current behavioral based employee management programs which rely heavily on reward and punishment techniques to maximize productivity; describes the new cognitive approaches which assume employees think about the meaning of rewards and punishments and act according to beliefs and expectations; and presents examples of…

Argues that personnel departments should increase their involvement in promoting organizational performance and suggests the creation of a database of detailed performance information related to the alignment of people with their positions as an initial step. The contents and specific uses of such a database are discussed. (MBR)

Explains how the use of performance analysis technology in a hospital improved job performance, thereby generating dollar benefits and cost savings. The variables involved in this analysis are discussed in detail, and a case study illustrating its efffectiveness is included. (MBR)

Presents eight noninstructional strategies for improving employees' performance in any organization. These alternatives to instruction include job redesign and reassignment, recruitment, organizational development, facilities and tool redesign, incentive and feedback systems, and provision of a strong rationale for the desired performance so…

Describes a longitudinal project in which organizational behavior management (OBM) procedures have been applied to improve performance of plant employees, increase sales of contract furniture, accelerate response time to customer inquiries, increase orders processed, and reduce processing errors at Krueger, a contract and institutional furniture…