“…Some of the procedures that have been identified as being the most important to the successful implementation of supported employment are (a) using systematic marketing strategies to de-417 1989,22,417-428 NUMBER4 (WINTER 1989) velop job opportunities (Bellamy et al, 1988;Gardner, Chapman, Donaldson, & Jacobson, 1988;Johnsen & Schalock, 1989; Kiernan, Carter, & Bronstein, 1989;Shafer, Parent, & Everson, 1988), (b) matching worker strengths and weaknesses to the demands ofthe job (Johnsen & Schalock, 1989;Martin, 1986;Moss, Dineen, & Ford, 1988;Vogelsberg, Spaulding, Patterson, Schenck, & Phillips, 1984;Wehman & Kregel, 1985), (c) basing the design of training programs on a comprehensive analysis of the job site (Bellamy, Horner, & Inman, 1979;Connis, Sowers, & Thompson, 1981;Hanley-Maxwell, 1986;Rusch & Mithaug, 1980;Wehman, 1981), (d) using systematic training procedures to bring the individual's responses under control of the natural antecedent and consequent stimuli found in the job site (Bellamy et al, 1979;Connis et al, 1981;Hanley-Maxwell, 1986;Rusch & Mithaug, 1980;Wehman, 1981), (e) using observational data to modify training procedures and to maintain job performance (Bellamy et al, 1979;Connis et al, 1981;Rusch & Mithaug, 1980;Wehman, 1981) and (f) using program management and accounting procedures that meet the unique needs of small businesses (Bellamy et al, 1988;Boles, Wald, & Xiaoyan, 1989;Gardner et al, 1988 (Mank et al, 1986).…”