EDF6224 Supervision Final Exam Questions with
Correct Solutions
1. Estimates of voluntary turnover in
behavior analysis annually are over which is higher than national
average & above similar industries: 50% & 17%
2. A major area of influence over intent to turnover, burnout & job satisfaction most studies
was: Supervisor support
3. Workplace has the largest influence on our emotional well-being as well as our: Health,
family life quality & involvement in our communities
4. Job satisfaction has been directly linked to significant
health outcomes & decreases in illness based , decrease in depression, increased
martial satis-faction & increased engagement with families: Absenteeism
5. Emotional healthy employees are a : Social
good
6. Supervisors can conduct with their staff to determine
levels of burn out & more directly perceived support: Assessments
7. In ABA & OBM
literature there is current lack of research on : Behavioral predictors of
work engagement & burnout
8. Job demands-resources model: Provides a framework that can be used to analyze the constellation of variables that
may be supporting or hindering staff members ability to perform well
9. Using assessment tools proactively can :
,Provide positive feedback when staff perform well, identify individualized reinforcers, reduce aversive control & micromanagement, reduce
aversiveness of job task or work environments, develop plans for ongoing professional development of staff & provide mentorship &
coaching on self-care repertoires
10. Which of the following was not discussed as a factor to evaluate when
assessing factors related to work enjoyment?: Personality
11. W
hen discussing feedback, often the conversation focuses on delivering
feedback: Constructive or corrective
12. Dr Aubrey Daniel's says we need to : "Catch
'em doing good"
13. "Catch 'em doing good": When a supervisor is available to engage in monitoring regularly, can be done
through permanent product reviews & virtual observations when needed. Takes practice & can have a great impact on all facets of
organizational health & culture
14. Daniel's guide for positive reinforcement at work: Make it personal, immediate, earned
& frequent
15. Make it personal: Determine how your team prefers to be recognized (public, private, email, face to face) make sure
the feedback highlights things that are valuable to them
16. Make it immediate: Try to catch folks a in act of doing job well, if there is a delay ensure its short (before end of
day) value immediate reinforcement
17. Make it frequent: General statements about performance are unlikely to serve as reinforcers "good job" do not
specify what they did. Be specific about what you are proving positive feedback for & why it's important
18. Positive psychological capital (PsyCap): a series of 4 constructs/private event labels that have been
demonstrated to impact performance & work satisfaction:
, Hope- planning strategies to achieve goals Resilience-
attempting difficult task multiple time Optimism- Evaluations
of own behavior & enviro.
Self efficacy- independent task completion, autonomy
19. Positive feedback only can be labeled as a if we have
specific performance data that demonstrates an in behaviors related to feedback:
Reinforcer, increases
20. Environmental changes that increase staff behavior are key to create int
a workplace of : Want to vs. have to
21. Individualization: Every person is interested in & willing to work for ditterent things, based upon their own MOs,
their history of reinforcement, their goals, wants & needs & much more
22. Many times, supervisor chooses reinforcement for their staff based upon:-
: What the supervisor would want if they were a staff member, what a stereotype would indicate a staff member would be interested in
(easier doesn't mean ettective)
23. Reinforcers: MUST increase behavior, reinforcement must be contingent
24. Non-contingent reinforcement (NCR): Many supervisions provide reinforcement without pin-pointing &
measuring staff performance & tying distributions of preferred items/experiences to those data (costly, doesn't result in behavior change,
very difficult to stop once been given)
25. "They never tell me what they want" Daniel's & Bailey: People don't know what their
reinforcers are, people don't want to tell you what their reinforcers are
26. "They want things in can't give them": Occurs often when using "free-operant" style surveys "Iw
want an island vacation", "I want a week off from work", "I want a company car"
27. "CARE" Daniel's & Bailey: Reinforcers in workplace
Correct Solutions
1. Estimates of voluntary turnover in
behavior analysis annually are over which is higher than national
average & above similar industries: 50% & 17%
2. A major area of influence over intent to turnover, burnout & job satisfaction most studies
was: Supervisor support
3. Workplace has the largest influence on our emotional well-being as well as our: Health,
family life quality & involvement in our communities
4. Job satisfaction has been directly linked to significant
health outcomes & decreases in illness based , decrease in depression, increased
martial satis-faction & increased engagement with families: Absenteeism
5. Emotional healthy employees are a : Social
good
6. Supervisors can conduct with their staff to determine
levels of burn out & more directly perceived support: Assessments
7. In ABA & OBM
literature there is current lack of research on : Behavioral predictors of
work engagement & burnout
8. Job demands-resources model: Provides a framework that can be used to analyze the constellation of variables that
may be supporting or hindering staff members ability to perform well
9. Using assessment tools proactively can :
,Provide positive feedback when staff perform well, identify individualized reinforcers, reduce aversive control & micromanagement, reduce
aversiveness of job task or work environments, develop plans for ongoing professional development of staff & provide mentorship &
coaching on self-care repertoires
10. Which of the following was not discussed as a factor to evaluate when
assessing factors related to work enjoyment?: Personality
11. W
hen discussing feedback, often the conversation focuses on delivering
feedback: Constructive or corrective
12. Dr Aubrey Daniel's says we need to : "Catch
'em doing good"
13. "Catch 'em doing good": When a supervisor is available to engage in monitoring regularly, can be done
through permanent product reviews & virtual observations when needed. Takes practice & can have a great impact on all facets of
organizational health & culture
14. Daniel's guide for positive reinforcement at work: Make it personal, immediate, earned
& frequent
15. Make it personal: Determine how your team prefers to be recognized (public, private, email, face to face) make sure
the feedback highlights things that are valuable to them
16. Make it immediate: Try to catch folks a in act of doing job well, if there is a delay ensure its short (before end of
day) value immediate reinforcement
17. Make it frequent: General statements about performance are unlikely to serve as reinforcers "good job" do not
specify what they did. Be specific about what you are proving positive feedback for & why it's important
18. Positive psychological capital (PsyCap): a series of 4 constructs/private event labels that have been
demonstrated to impact performance & work satisfaction:
, Hope- planning strategies to achieve goals Resilience-
attempting difficult task multiple time Optimism- Evaluations
of own behavior & enviro.
Self efficacy- independent task completion, autonomy
19. Positive feedback only can be labeled as a if we have
specific performance data that demonstrates an in behaviors related to feedback:
Reinforcer, increases
20. Environmental changes that increase staff behavior are key to create int
a workplace of : Want to vs. have to
21. Individualization: Every person is interested in & willing to work for ditterent things, based upon their own MOs,
their history of reinforcement, their goals, wants & needs & much more
22. Many times, supervisor chooses reinforcement for their staff based upon:-
: What the supervisor would want if they were a staff member, what a stereotype would indicate a staff member would be interested in
(easier doesn't mean ettective)
23. Reinforcers: MUST increase behavior, reinforcement must be contingent
24. Non-contingent reinforcement (NCR): Many supervisions provide reinforcement without pin-pointing &
measuring staff performance & tying distributions of preferred items/experiences to those data (costly, doesn't result in behavior change,
very difficult to stop once been given)
25. "They never tell me what they want" Daniel's & Bailey: People don't know what their
reinforcers are, people don't want to tell you what their reinforcers are
26. "They want things in can't give them": Occurs often when using "free-operant" style surveys "Iw
want an island vacation", "I want a week off from work", "I want a company car"
27. "CARE" Daniel's & Bailey: Reinforcers in workplace
