A Meta-Analysis of the Effects of Organizational Behavior Modification on Task Performance, 1975–95

Abstract

Results of a primary meta-analysis indicated a significant main effect of the organizational behavior modification (O.B. Mod.) approach on task performance ( d . = .51; a 17 percent increase) and a significant treatment-by-study interaction. To account for within-group heterogeneity of effect sizes, we conducted a two-level theory-driven moderator analysis by partitioning the sample of studies first into manufacturing and service groups and then into seven classes of reinforcement interventions. Results indicated a stronger average effect of O.B. Mod. in manufacturing organizations, moderation by the type of contingent interventions, and “pairwise” differences among average effect sizes in both organizational types. The practical implications of these findings for solving the challenge of improving performance without adding cost are discussed.