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             \author[1]{Dr. Orok B.  Arrey}

             \affil[1]{  Federal University Wukari}

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\date{\small \em Received: 15 December 2012 Accepted: 2 January 2013 Published: 15 January 2013}

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\begin{abstract}
        


The attitude to work of the Nigerian worker has been a subject of criticism among scholars and other interested parties for sometime now. The non-challant attitude to work of the Nigerian worker is independent of geopolitical divisions, rural urban residence, religious affiliation, sex and age. Nigerians generally have a poor attitude to work. Like most other general statements, the one about attitude to work in this country may be true without necessarily being an accurate assessment of the situations. Attitudes are characterized by a predisposition or state of readiness to act or react in a particular way to certain stimuli; based on the understanding that they are relatively stable attitude of workers thus become very important to management in the discharge of their responsibilities and formulation of policies. Accountability, which has often been stressed should be given its due attention. This paper is focused on the attitude to work by Nigerians Workers.

\end{abstract}


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\let\tabcellsep& 	 	 		 
\section[{Introduction}]{Introduction}\par
he attitude to work of the Nigerian worker has been a subject of criticism among scholars and other interested parties for quite a long time now.\par
In a speech at the University of Nigeria convocation of 7th March, 1982, former president Shehu Shagari described Nigerian workers as having one of the worst attitudes to work in the world. He is obviously not the only Nigerian who has talked about the attitude to work of the Nigerian worker. Many prominent Nigerians have talked on that. 
\section[{II.}]{II.}\par
What is Attitude?\par
The concept 'attitude' represents one of those social science concepts which lack a common definition. According to G. W. Allport  {\ref (1985)}. It has come to signify many things to many writers with the inevitable result that, its meaning is somewhat indefinite and its scientific status called into question. He however defines it as a mental and neutral state of readiness, organized, through experience, exerting a directive or dynamic influence upon the individuals response to all objects and situations with which he is related.\par
This definition denotes that attitudes are characterized by a predisposition or state of readiness to act or react in a particular way to certain stimuli.\par
The "effective" component of an individual's attitude is the feeling of this individual towards an object. This is seen on the basis of the kinds of behaviour Author: Department of Business Aministration Federal University Wukari Taraba State Nigeria. e-mail: orokbonifacearrey@yahoo.com which indicate an individual's feelings, since feeling as a concept is vague. Thus two behavioural manifestations of feelings are usually mentioned. The first is emotion e.g. rises in blood pressure and the second elates to verbal expressions e.g. saying that one takes or dislikes an object. We could therefore state that the effective component of attitude of an individual relates to the emotional reactions and verbal expressions of the individual to a given object.\par
The "cognitive", which is the second component refers to the individual's knowledge or beliefs about a particular object. Thus this describes the object in some way. For example, an individual might say that an object (a person in this case is wicked). He has made a statement relating to the bad aspects of quality of the object. The statement of belief may also be directed to the future. A worker could for instance say that he beliefs that the new factory manager will make things better for them the third and final component of attitude which is the "behavioural" consists of the individual's "overt" non verbal actions toward an object. Thus it is said that attitudes consist of the individuals "action tendencies" toward an object. Action tendency should be seen as the deposition to take action of some kind. It is simply a readiness to display particular behaviour towards specific object. 
\section[{III.}]{III.} 
\section[{Background Literature a) Relationship Between Attitudes and Behaviour}]{Background Literature a) Relationship Between Attitudes and Behaviour}\par
According to Chismall (1986), there is almost universal agreement that attitudes tends to have only a comparatively low relationship to actual behaviour towards the object of the attitude.\par
Attitudes and behaviour are complex. One holds a particular attitude does not really mean that certain types of behaviour will occur. Attitudes are useful as guides to what a worker, for instance, is likely to do in certain circumstances.\par
In the words of Schuman, Steeh and Bobo (1986), if attitudes and behavior existed in entirely separate spheres, learning about attitudes would be of little practical values, whatever their interest from the stand point of total intellectual understanding.\par
Attitude and behaviour are obviously not entirely on spheres after careful reviews of a wide range of past studies. The discrepancy between attitudes and behavior have been explained in the context of three arguments. The first is that the operational measure of attitude are inadequate since they do not take into consideration a multi-component conceptualization of attitudes. Secondly, variables other than attitudes may influence a person's behaviour, thereby making the attitude contract irrelevant to behavioural prediction. In the final argument, it is stated that the discrepancy is a consequence of the act of measuring attitudes towards performing the behaviour in question.\par
IV. 
\section[{Presentation a) Understanding Behaviour}]{Presentation a) Understanding Behaviour}\par
Understanding behaviour in work settings has been an area of interest and research among social scientists. Tim, Davis and Fred Luthans (1989), identified three major approaches in these attempts.\par
1. Beheviour is a function of the persons B = F (P). In this theoretical position, explanations are given as to why people behave the way they do by the use of internal psychological constructs such as motivation, perception, attitudes, expectancies and personality characteristics. 2. Behaviour is a function of the environment B = F (E). This theoretical perspective is particularly concerned with the role that reinforcing contingencies play in maintaining and changing beheviour. It is argued that behaviour is externally oriented and this is most closely associated with Skinner's operant conditioning. The work of Luthans and Kreitner and Miller are associated with this approach. 3. Beaviour is a function of a person and the environment B = F (PE). This framework recognizes both internal cognitive variables and external environmental variables and is the approach that is most widely stressed today by scholars of organizational behaviour. Porter and Lawler's Model is a good example of this approach.\par
Davis and Luthans have however seen these major approaches as inadequate in explaining human behaviour in organizations. The approach stresses the interactive nature of all the variables of organization behaviour. That is called social learning theory. (a) The organization participant which includes internal cognition. It is thus suggested that organizational behaviour can be best understood in terms of interacting reciprocal determinism between the three variables.\par
Basically, the theory posits that learning does not only take place as a result of directly experienced response consequences, but also through observing the effects on the social environment of other people's behaviour.\par
The behaviour of the Nigerian worker can be obviously understood from this perspective. Two issues are central here these are:-(a) Directly experienced response consequences, and observing the effects on the social environment of other people's behaviour. Our workers are active social participants and they are part of the wider social system. In their places of work, they would put up a behaviour, say discussing with co-workers when there is work to do, or leaving their seats for "essential" personal services like going to the bank.\par
When their superior comes in and finds them discussing or 'not on seat' and does not act to correct the irresponsible behaviour, the net effect of this experience on the part of the workers is a continuation of these patterns of activity. When other workers realize the effect of their co-workers behaviour, they would equally indulge in such behaviour and become a cycle in which new entrants are socialized. This becomes worse where the worker superiors are seen to be involved in such practices.\par
Another aspect of this is that workers are much more likely to behave properly when their superior show not just good example; but expertise in their responsibilities. The (managers) will not only obtain obedience from their subordinates, but respect. Our researches in some industrial organizations have shown this to be case. 
\section[{V.}]{V.} 
\section[{Recommendation}]{Recommendation}\par
Accountability which has often been stressed should be given its due attention. The government has the power to question the sources of an individual's wealth and this should and ought to be done where an individual is seen to be living above his legitimate income. Managers or superior officers should punish erring workings and reward the hardworking ones, and this should be seen to be so by all sundry.\par
Also superior officers should show good example by doing their work diligently.\par
We  
\section[{Conclusion}]{Conclusion}\par
It is true that Nigerian workers has over the years been subjected to criticisms about his attitude to work and behaviour in the work situation. Care must be taken when labels are given, especially where properly designed empirical researches are need to give credence to labels.\par
Labels must be properly given not just to make comprehension possible but, more importantly, to create proper condition for worth-while explanation. The behaviour of a Nigeria worker is not his attitude. If his behaviour is really poor, that should be our central concern. We have to look not just within his work situation in understanding him; but also in the wider\begin{figure}[htbp]
\noindent\textbf{} \par 
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VI.\end{longtable} \par
 
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 		 		\backmatter  			  				\begin{bibitemlist}{1}
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\bibitem[Chrismari ()]{b0}\label{b0} 	 		\textit{Attitudes Psychology and the \textunderscore Study of Public Opinion},  		 			F P Chrismari 		.  		1986. Pennsylvania: Pennsylvania State University Press.  	 
\bibitem[Ejiofor ()]{b1}\label{b1} 	 		\textit{Employee Welfare Under Unfavourable Economic condition},  		 			P N O Ejiofor 		.  		1984. 1.  	 
\bibitem[Oyaide (1985)]{b4}\label{b4} 	 		‘Management in an Austere Economy’.  		 			W J Oyaide 		.  	 	 		\textit{management in Nigeria}  		1985. April, 1985. 21  (4)  p. 39.  	 
\bibitem[Kolade (1985)]{b3}\label{b3} 	 		‘Productivity Vs. Retrenchment: The Dilemma of Personnel Management’.  		 			C Kolade 		.  	 	 		\textit{Perman}  		1985. July -Dec. 1985. 12  (2)  p. .  	 
\end{bibitemlist}
 			 		 	 
\end{document}
