ABSTRACT
This chapter attempts to formulate more precisely the concept of a leading specific factor in work attitudes and the structure of indices reflecting these attitudes. Many empirical studies in the sociology of labor today take as their theoretical point of departure a certain conceptual framework that presents in compact form a variety of factors and indices bearing on the attitude toward work and the main relationships among them. The practical upshot of this is that the coordination between "technological" and "on-the-job" independence takes place spontaneously and blindly, and hence by no means always on optimal terms; and this has an effect on the principal characteristics of work attitudes. The limits of this "how" are in large measure defined by the relationship between performance functions and control and management functions, or in people terminology, by the level of a worker's on-the-job independence.
