Seeing Operant Conditioning in Professional Settings Through a Racial Equity Lens
Operant conditioning is a behavioral theory introduced by B.F. Skinner where actions are shaped by their consequences. This looks like a person being more likely to repeat a behavior that is followed by a reward but when they are met with a punishment, their behavior may stop (Rholetter, 2022). This concept has been widely used in professional environments to improve productivity and engagement but it could be problematic if these systems are built without first addressing in-group bias, specifically as it pertains to race (Aydemir, 2016).
College students entering internships or jobs may quickly notice how reinforcement occurs where some are praised often while others not at all. Some may be trusted right away, while others are micromanaged. These patterns don’t always reflect effort or skill instead who gets rewarded and who gets punished does depend on deeper structural issues. When reward systems are built on biased assumptions, operant conditioning doesn’t just motivate individuals, it marginalizes them.
Research shows that reinforcement in the workplace isn’t always handed out fairly. Studies have found that white employees are more likely to receive promotions, raises, and praise compared to their BIPOC colleagues even with similar performance levels (Akpapuna et al., 2020). Meanwhile, employees from marginalized backgrounds often face greater scrutiny, harsher penalties, or are entirely left out of mentorship opportunities. These imbalances in how operant conditioning is applied can reinforce existing inequalities instead of correcting them.
In college work settings, similar dynamics can be seen. An employee may be praised for their initiative, while another employee perhaps from a different racial or cultural background is told they’re “not a good fit” or “too assertive”. These messages may seem small, but over time, they shape how people see themselves and their place in the workplace. The consequences are not only professional, they're psychological. Which may serve as the point to uphold racial inequality but the goal should instead be for every individual to have a fair experience.
A study by Putri et al. (2024) found that workplace bullying and inconsistent reinforcement contribute to increased biological stress and elevated cortisol levels, a marker of stress, and were associated with lower self-perception of performance. This means biased applications of operant conditioning don’t just demotivate, they develop long-term health risks. This is where counseling psychology can play a role. In therapy cognitive reframing has been helpful for challenging the internalized doubts that develop when someone is repeatedly passed over for recognition (Welbourne et al., 2006).
Still, individual coping has its limits. The responsibility shouldn’t fall solely on employees to fix systems that are flawed. Professional settings will need to examine how they define success, who is given opportunities, and how feedback is delivered because if operant conditioning is used without careful thought, it can strengthen bias rather than support growth. To build environments where everyone has a fair chance to thrive, reinforcement systems must be transparent and equitable. That means tracking who gets rewarded, why, and whether the criteria is being applied consistently. It also means providing real mentorship, not just performative support. Without these changes, operant conditioning becomes a tool that upholds privilege, rather than one that promotes progress.
References
Akpapuna, M., Choi, E., Johnson, D. A., & Lopez, J. A. (2020). Encouraging multiculturalism and diversity within organizational behavior management. Journal of Organizational Behavior Management, 40(3–4), 186–209. https://doi.org/10.1080/01608061.2020.1832014
Aydemir, A. & Istanbul Bilgi University. (2016). Conditioning in organizations. International Journal of Development Research (pp. 6592–6601). https://www.researchgate.net/publication/319236789
Putri, D. P., Fitriyani, E. R., Nurhayati, E., Linawati, L., Nurhaeni, N., Hasanah, S., Junayah, Y., Sopa, J., & Yuliawati, L. (2024). Analysis of biological stress response as the impact of workplace bullying on performance perception. Jurnal Penelitian Pendidikan IPA, 10(9), 6298–6305. https://doi.org/10.29303/jppipa.v10i9.8655
Rholetter, W. Me. (2022). Operant conditioning. Salem Press Encyclopedia.
Welbourne, J. L., Eggerth, D., Hartley, T. A., Andrew, M. E., & Sanchez, F. (2006). Coping strategies in the workplace: Relationships with attributional style and job satisfaction. Journal of Vocational Behavior, 70(2), 312–325. https://doi.org/10.1016/j.jvb.2006.10.006
