In order to understand the way people behave in the workplace there are several fundamentals which managers need to consider. These variables may be arranged chronologically so the outcome of one is explained by its antecedent (that which comes before). Grasping this concept is important because it prevents managers making rash and ill-informed decisions based on symptoms rather than real causes.

People tend to hold a variety of attitudes across a wide range of issues and are classified as types, for example, instrumental, terminal, personal and so on. Employees bring strong personal attitudes to their workplace, formed from a number of influences including experience, learning and upbringing. These attitudes are difficult to change and together are known as orientations to work of which four types are said to exist.

Grouping attitudes in this way is useful but it is vital that service managers also understand how they are formed and whether they can be changed. Evidence suggests that attitudes are formed by the combined effect of values (what is desirable) and beliefs (reality as it is understood). This knowledge is vital, especially in the prevailing context because of increasing global dynamics, competition and resultant structural changes to organizations. In the event of organizational change, managers must be able to impose these programmes effectively; often this requires an attitudinal change on the part of employees.

A useful way to begin any change programme is first to obtain an idea of common and currently held worker attitudes. A popular approach is...