Staff members' prediction of consequences for their work in residential settings

Staff members supporting people with mental retardation in residential care were given scenarios describing tasks they might carry out and asked what would happen if they did, or failed to do, them (i.e., who would notice, wh at would their reaction be). Only a minority reported strong, certain conse quences for anything they did from residents, families, or external profess ionals. Although a majority reported consequences from managers or coworker s, a large minority did not. The tasks for which most staff members reporte d consequences were administration, followed by enabling residents. Results suggest that staff members who give priority to administration may be resp onding to the contingencies established by their managers and that a shift in priorities may be required to improve staff members' interactions with c lients.