ABSTRACT
Behavior analysts have been active in the workplace since the early 1970s. Behavior analysis in business and industry is known as organizational behavior management (OBM) or performance management (PM). ‹is special —eld has demonstrated that basic principles of behavior can be applied successfully in the business arena to produce happier, more productive employees (Daniels, 2000; Daniels & Daniels, 2004; Frederiksen, 1982; O’Brien, Dickinson, & Rosow, 1982). Guide line 6.0 requires the behavior analyst working in business and industry to be “adequately prepared” to consult in these organizations (Guideline 6.03). ‹is means that consultants in business and industry must have had the necessary coursework and practicum supervision before o˜ering their services in settings where the bottom line is important. As in any setting, the principles of behavior could be misused, probably to the disadvantage of workers rather than management, because management hires most consultants. Our guidelines require behavior analysts to develop
interventions that (1) are well thought out (Guideline 6.02), (2) bene—t both employees as well as management (Guideline 6.04), and (3) “enhance the well-being of employees.” ‹is latter condition shows an awareness that it would be quite easy to put employees at risk. For example, an unethical consultant could develop new schedules of reinforcement that would dramatically boost eªciency. Under some circumstances, much higher rates of performance could result in increased stress or injuries. In addition, there is warranted concern that the misuse of behavioral procedures could cause a backlash by employees and leave a bad taste in the mouth of management about behavior analysis.
