ABSTRACT
Behavior analysts have been active in the workplace since the early 1970s.
Behavior analysis in business and industry is known as Organizational Be-
havior Management (OBM) or Performance Management (PM). This
special field has demonstrated that basic principles of behavior can be ap-
plied successfully in the business arena to produce happier, more produc-
tive employees (Daniels, 2000; Daniels & Daniels, 2004; Frederiksen,
1982; O’Brien, Dickinson, & Rosow, 1982). Guideline 6.0 requires the be-
havior analyst working in business and industry to be “adequately pre-
pared” to consult in these organizations (Guideline 6.03). This means
that consultants in business and industry must have had the necessary
coursework and practicum supervision before offering their services in
settings where the bottom line is important. As in any setting, the princi-
ples of behavior could be misused, probably to the disadvantage of work-
ers rather than management, because management hires most
consultants. Our Guidelines require behavior analysts to develop inter-
ventions that (a) are well thought out (Guideline 6.02), (b) benefit both
employees as well as management (Guideline 6.04), and (c) “enhance the
well being of employees.” This 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 dra-
matically boost efficiency. 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.
