Does the attitude of rank-and-file employees versus graduate personnel impact overall reliability in the workplace?
I have taken the time to thoroughly review your question multiple times, but I am still unclear on what you are trying to ask. Could you provide more details or elaborate further for better clarification?
Josh, are you referring to the generational differences or disparities in education? Regardless, please take a look at a research project I have been involved in, stemming from the 'Workforce of the 21st Century' study conducted by Terrence O'Hanlon and myself. These studies were conducted independently and without any financial backing from special interest groups. The findings of the Workforce study will soon be published in Reliability Magazine and Reliabilityweb. I hope this study proves valuable in addressing your question. Best regards, Howard. See attached document: Maintenance_and_Management_Communication_Part_1.pdf (769 KB).
How does varying levels of education influence a manager's perspective when they have a background as a technician or engineer? For instance, how does a maintenance manager who started as a technician view their maintenance engineers who graduated from an engineering program? Do they believe that one must have practical experience before assuming a leadership role? I tried to find relevant information on this topic in an article, but couldn't locate any specific details.
Josh noted that managers who are university graduates tend to show favoritism towards graduate maintenance engineers, overlooking technical or apprenticed maintenance engineers/technicians. They also exhibit a preference for engineers who attended the same university/college. Interestingly, there is a resistance to adopting new PdM technologies among this group compared to technical/apprenticed maintenance specialists. On the other hand, technical/apprenticed R&M professionals prioritize experience and may have a different perspective on technical/apprenticed versus graduate personnel. This group is generally more open to new technologies but hesitant about EAM/CMMS systems. While there are occasional variations in opinions, they are rare. - Howard
My initial boss, the one who brought me on board, is a mechanical engineer with a master's degree, whereas I had just graduated. He always emphasized the importance of taking action and solving problems outside the confines of the office. On the other hand, my second boss, a seasoned technician from the mining sector, had an even more rugged approach than the first. Reflecting on those experiences, I can say they were truly memorable times.
I believe the attitude of both rank-and-file employees and graduate personnel significantly impacts overall reliability in the workplace. Each group brings unique skills and perspectives that, when cultivated in a respectful, collaborative environment, can increase operational efficiency and reliability. It’s not about the educational or hierarchical difference, but more about fostering a strong work culture where everyone feels valued and motivated to contribute their best.
In my experience, the attitude and reliability in the workplace is less about whether an employee is a rank-and-file or a graduate worker, but much more about the corporate culture and environment that is fostered. A positive and supportive work environment can bring out the best in all types of employees, while a toxic one can unfortunately lead to reliability issues across the board. So the key should be in creating collaborative settings where everyone feels valued, rather than focusing on the differences between ranks or educational background.
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Answer: - Rank-and-file employees and graduate personnel may have different perspectives and approaches that can impact workplace reliability.
Answer: - Negative attitudes among employees can lead to decreased productivity, poor teamwork, and ultimately affect the overall reliability of the workplace.
Answer: - Organizations can implement strategies such as fostering a positive work culture, providing training and development opportunities, and promoting open communication to improve employee attitudes and consequently enhance workplace reliability.
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