Effects of reactivity to observations on staff performance

Abstract

We examined reactivity of staff behavior to observations of their work performance. After training 2 job coaches to reduce completion of break activities for supported workers, we evaluated job-coach behavior using both conspicuous and inconspicuous observations. Results indicated that both coaches completed none of the activities when observations were conspicuous but most of the activities when observations were inconspicuous. Subsequently, job coaches were taught to self-record their performances, and their completion of activities remained low with inconspicuous observations. Implications of reactivity are discussed for investigations that target staff behavior.

Figure 1. Percentage of work-break steps completed by job coaches for supported workers during each work break for each experimental condition.

Work breaks are presented in consecutive order across workdays (data points for Rana and Rose and Rana and Ellen on the same work break represent breaks on the same day but at different times).