While human resource development (HRD), an extension of education, is regarded as a helping profession, industry mandates that HRD contribute to the maximization of organizational outcomes. HRD personnel can easily become demotivated because of dual loyalties. In order not only to avoid stress and demotivation but also to maximize outcomes humanely, HRD personnel should employ Skinnerian behavior management. Because management is perceived as working with and through individuals and groups to accomplish organizational goals, HRD must first identify goals and then must consider motivation, since motivation for performance springs from goal-based responsibility, achievement, and recognition. Therefore, using its central role between management and labor, HRD must assist in collaborative goal setting. If involvement in goal setting is so critical to workers' later performance, HRD must remember, too, the individuality of workers. Specifically, incongruence may exist between company goals and individual goals. HRD personnel must also keep in mind the idea of moderate goal setting (not too high nor too low) for the highest motivation. (YLB)