Some companies try to control-or alterworkers' behavior through systematie and punishments for specific behaviors they specific behaviors. In la other words, they first try to define the want their employees to exhibit (such as working hard, being to customers, stressing quality) and the specific behaviors they want theem to liminate (wasting time, being rude to customers, ignoring quality). They dhen try to shape employce behavior by linking positive rein forcement to desired bebaviors and punishment to undesired behaviors. Some critics, though, argue that these techniques rely too much on subconscious processes. That is, they equate these metbods to laboratory experiments where you "sive the rat some cheese when it pulls on the bar," and then it will pull on the bar again. Some people even question the ethics of this practice, since the target of the reward is not explicitly informed of how their behavior is being shaped. The Dilemma Assume that you are the new human resources manager in a medium-sized organization Your boss has just ordered you to implement a behavior-modification program by creating a network of rewards and punishments to be linked to specific desired and undesired behaviors. Spocifically, you have been instructed to specify a set of rewards that will be provided when people engage in "positive'" behaviors (such as an encouraging e-mail from the boss when an employee excoeds production quotas) and