Working attitude

Warr, P. et al. (1979). Scales for the measurement of some work attitudes and aspects of psychological wellbeing. Journal of Occupational Psychology 52 129-48. 

Cook, J., and Wall, T. D. (1980), New Work Attitude Measures of Trust, Organizational Commitment, and Personal Need Non-fulfiUment, Journal of Organizational Psychology, Vol. 53, pp. 39-52. 

Cotton, J. L. (1993), Employee Involvement Methods for Improving Performance and Work Attitudes, Sage, Newbury Park, CA. 

Rhodes, S. R. (1983). Age-related differences in work attitudes and behaviors A review and conceptual analysis. Psychological Bulletin, 93(2), 328-367. 

Clarke, S. 2010. An integrative model of safety climate Linking psychological climate and work attitudes to individual safety outcomes using meta-analysis. Journal of Occupational and Organizational Psychology, 83,553-78. 

I do not accept this. I understand bad apples turn up here and there. But most folks in every company want to do their best, and try to pretty much every day. Good data suggest that, assuming reasonably effective leadership from their managers, most employees are engaged, have positive work attitudes, and bring it to work. 

Safety climate reflects if safety is perceived by all employees to be a key value in the organization. The terms climate and culture are both used here [3,4]. The question is has a safety climate (culture) been created that is conducive to adopting safe work attitudes and habits [3,4] ... 

It must be remembered that quality training is a long-term proeess and should be systematieally delivered in a top-down manner until everyone is equipped with the neeessary philosophies, attitudes and teehniques. A quality transformation will simply not work without effeetive empowerment and praetiee (Kolarik, 1995). 

One item to mention that may seem trivial is that in many cases a somewhat adversary relationship often develops between vendor and user. This is really counterproductive. It may be inherent in the role of the user to be somewhat paranoid. It is worth spending time doing attitude adjustment to continue the project as partners working to get a joint successful project. Actually, the project is really more fun. There is a lot of work, but there is no point in making it other than pleasant by having... 

Arrhenius, insofar as his profession could be defined at all, began as a physicist. He worked with a physics professor in Stockholm and presented a thesis on the electrical conductivities of aqueous solutions of salts. A recent biography (Crawford 1996) presents in detail the humiliating treatment of Arrhenius by his sceptical examiners in 1884, which nearly put an end to his scientific career he was not adjudged fit for a university career. He was not the last innovator to have trouble with examiners. Yet, a bare 19 years later, in 1903, he received the Nobel Prize for Chemistry. It shows the unusual attitude of this founder of physical chemistry that he was distinctly surprised not to receive the Physics Prize, because he thought of himself as a physicist. 

A third reason is that Gibbs made no effort to promote or popularize his results. He seems to have been a solitary, self-contained, and self-sufficient thinker, confident in his ability, who worked at his own unhurried pace, neither needing nor wanting feedback from others. An attitude of detachment from the work of his students plus his own solitary habit of work is undoubtedly responsible for the fact that Gibbs founded no school or group of students to develop his ideas and exploit his discoveries. 

A prospective location may appear to be right in all other respects but fails because of the manpower resource. This refers to not only the economic aspects such as the availability of labor and skills but also to the qualitative ones of being able to understand the local culture and customs, appreciation of people s attitudes and values. It also refers to the confidence in the ability to blend these with the culture and aspirations of the company to form a cohesive production unit that will work. A successful processing concept in one cultural environment may not be a success in another. 

Ms. Banks, whose business is four years old, has worked in the hospitality industry since the 1970s in every position—bartender, waiter, manager—you can imagine, she said, and she knows what attitudes are. ( It was just as restaurants were making the shift to having more mixed staffs, not just women working coffee shops and diners, Ms. Banks recalled.)... 

Ragins, B. R. and Cotton, J. L. (2000). Marginal mentoring the effects of type of mentor, quality of relationship, and program design on work and career attitudes. Acad. Man. J., 43, 1177-94. 

How has mentoring affected attitudes to working life outside the formal aspecfs of fhe program ... 

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