ABSTRACT
The use of telehealth has seen recent growth due to the coronavirus disease, resulting in large-scale service delivery changes, which may also necessitate a shift in staff training and performance management procedures. One effective in-vivo procedure is the delivery of performance feedback. There are many characteristics that affect the efficacy of performance feedback (e.g., immediacy). Thus, it may be important to understand how remote technology also affects performance feedback. We evaluated the effects of remote feedback on the accuracy of preference assessment implementation using telehealth-based coaching with three individuals following a history of written instructions and remote rehearsal. Remote feedback was effective for all three participants. Additionally, skills maintained at high levels 1-week post-training and occurred in the presence of a novel confederate and novel stimuli for two of the three participants. (PsycInfo Database Record (c) 2023 APA, all rights reserved)
ABSTRACT
The use of telehealth has seen recent growth due to the coronavirus disease, resulting in large-scale service delivery changes, which may also necessitate a shift in staff training and performance management procedures. One effective in-vivo procedure is the delivery of performance feedback. There are many characteristics that affect the efficacy of performance feedback (e.g., immediacy). Thus, it may be important to understand how remote technology also affects performance feedback. We evaluated the effects of remote feedback on the accuracy of preference assessment implementation using telehealth-based coaching with three individuals following a history of written instructions and remote rehearsal. Remote feedback was effective for all three participants. Additionally, skills maintained at high levels 1-week post-training and occurred in the presence of a novel confederate and novel stimuli for two of the three participants. [ FROM AUTHOR] Copyright of Journal of Organizational Behavior Management is the property of Taylor & Francis Ltd and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full . (Copyright applies to all s.)