The goal of this study is to identify modifications that can occur to a business rule set and underlying business rules. To accomplish this goal we conducted a grounded theory study on 229 rules set, as applied from March 2006 till June 2014, by the National Health Service. In total 3495 modifications have been analysed from which we defined eleven modification categories that can occur to a business rule set. The classification provides a framework for the analysis and design of business rules management architectures. Behavior modification is the use of operant conditioning principles to shape human behavior to conform to desired standards defined by superiors. In recent years, behavior modification has been applied in a wide variety of organizations.

Multiple illustrations would help with this or an instructor may consider assigning a journal article that outlines one of the more diagnostic approaches the authors mention in the summary section of the chapter. Based on the conceptual premises of classical behaviorism and reinforcement theory, the Organizational Behavior Modification Model (aka O.B. Mod) represents a behavioral approach to the management of human resources in organizational settings. The application of reinforcement theory to modification of behavior as it relates to job performance first requires analysis of necessary antecedents (e.g., job design, training) of the desired behavior. After it has been determined that the necessary antecedents are present, managers must first identify the behaviors to change. These behaviors must be observable, measurable, task-related, and critical to the task at hand.

Our results from Study 2 analysis B are consistent with those from Study 1 and according to Gremler and Gwinner , the results show that the quality of service and the degree of personal attention are important factors in consumer behavior. In Study 1, the personal attention dimension was divided into five central concepts, one of them being personal relationship. Customers who preferred shopping streets value polite and courteous attention as well as close and personalized attention.

In the second stage, the results of the exploratory factor analyses conducted on normative expectations and predictive expectations show three dimensions. Consumers use expectations in service quality to compare competing offers (Oliver, 1977, 1980; Cadotte et al., 1987; Oliver and Burke, 1999; Andreassen, 2000). But what type of expectations do customers use when it comes to assessing distributors? When trying to answer this question, we find that there is no clear consensus on the topic (Zeithaml et al., 1993; Walker and Baker, 2000).

The author then provides a nice discussion of the role of antecedents in the workplace, how manipulating them is common in the workplace, but how research and conceptual understanding of how they operate on behavior is limited. The author does not cover training within the chapter in order to provide room to discuss other antecedent interventions, but given recent research in the field (see Behavior Analysis in Practice, vols. 11 and 12) more discussion may be warranted. The author then provides a summary of several antecedent interventions, including task clarification/checklists, job aids/prompts, and goal setting, including available research. The goal setting section, however, would benefit from references supporting assertions regarding how to best set goals.

Next, a baseline measure of the behavior must be assessed and functional consequences analyzed. Now that the link between the antecedent, behavior, and contingent consequences has been established, an intervention to change the behavior can be introduced. If the intervention is successful riddle it’s 7am in modifying the behavior, it must be maintained using schedules of reinforcement and must be evaluated for performance improvement. The O.B. Mod has been found to have a significant positive effect on task performance globally, with performance on average increasing 17%.