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Some of the major methods which are used for measuring the attitudes of individual are as follows:
The Sample:
Changes in attitude, degree, or direction demand measuring techniques of established, reliable, and valid variety. Accordingly, psychologists and other social scientists devote much time and attention to sampling techniques and instrument construction so that attitudes can be measured accurately. The results of any attitude measurement have to be generalized against or compared with a population with known characteristics.
Predictions are possible when the group included for measurement is typical of the population being studied. In a national election the sample should be representative of the total number of persons who actually vote. For a new product, the sample of potential users studied must resemble those who will ultimately use the product. Various techniques have been developed to draw a sample.
Kish (1953) describes simple random sampling, probability sampling, area sampling, stratified sampling, and cluster sampling, among others. As can readily be inferred, the choice and size of subjects included in the sample is a matter of budget and time, but some systematic method of selecting the sample from the universe of the population is mandatory if the results are to have any reliability and validity.
In drawing a simple random sample, the size of the population, such as the number of employees, is known and a number is assigned to each. Those interviewed will be the total decided and those whose numbers were drawn by chance as if out of a hat. The probability sample selects respondents based upon knowledge of the elements comprising the population; in other words, it is a statistical refinement of the random sample. Area sampling selects its respondents from, boundaries that are defined and identifiable. Most often the respondents in area sampling are identified with dwelling units within the area.
Stratified sampling divides the population into subpopulations called strata. From each strata a sample is selected. For example, subsamples might consist of product users versus nonusers, or teen-age males and teen-age females, or almost any variable in the characteristics of a population about which one hopes to obtain data leading to a solution of the problem investigated. Cluster sampling requires the selection of respondents from defined groups or areas. Selecting a sample from five cities, eight blocks, three classes of general psychology students, or any other selected and defined segment of a population is the essence of cluster sampling.
Regardless of the method of sampling and the statistical refinements introduced to reduce sampling errors, the ultimate value of the sample obtained depends upon the quality and integrity of the interviewers. One cannot hope to obtain an adequate sample without paying great attention to the briefing, supervising, and auditing of field interviews.
Unfortunately, this fact is often overlooked by quite a few so-called research organizations, and when they do not obtain the sample characteristics desired, they "correct" for the imbalance by "projecting" from within segments of their own sample. Statistically this may be correct, but methodologically it is a poor and unsatisfactory substitute.
Six methods of measuring attitudes, each with its advantages and disadvantages, will be described and illustrated. Which one should be used will often depend on the person or group upon whom the decision rests. Attitude measurement can be used by an individual employer, a trade association, a union, or an informal employee group. A satisfied staff, a strike call, an expansion of the group, or a series of changes in the plant may result from the facts uncovered.
The methods to be described are:
(1) Impressionistic,
(2) Guided interview,
(3) Unguided interview,
(4) Questionnaire,
(5) Attitude scale, and
(6) Indirect.
1. Impressionistic Method:
The impressionistic method is non-statistical in that it does not lead to quantitative knowledge. It is based upon the observation of behaviour and attitudes. From the point of view of science, it is the least desirable of the six methods but because it is a method whereby attitude measures attitude, it is the most widely used.
The industrial psychologist can only condone it. It is excusable when regarded as a preliminary to the other methods or when a very rapid spot survey must be made. The validity of the impressionistic method varies from very poor to rather good, depending to a large extent upon the training of the observer—whether he can remain neutral in the situation he observes, whether his background and identifications preclude the possibility of correct conclusions, and whether the results are forced in a certain direction. Since it is hard to tell who is a saint or a sinner either before or after the report is made, this method has its danger points and must be taken with at least a few grains of salt.
It must be recognized that the very source of data can be highly subjective. The reporter's biases, point of view, and previous attitudes toward similar experiences can determine what is perceived. Further, one's acceptance or rejection of the person reporting the impression often determines whether the impression is regarded as fact or fiction.
Industrial towns, factory sites, work conditions, and employee morale are often measured by the impressionistic method. An illustration—and one intended to bring out its chief characteristic, impressions—is given below. It concerns one author's impressions of Hershey, Pennsylvania, the site of the Hershey Chocolate Corporation. The author claims the report is factual; some readers may claim that it is fiction.
Numerous visits to Hershey have led the author to conclude that this is the garden spot of America, at least as far as industrial towns are concerned. It seems to him that the employees are given much more than merely a chance to work for a living, to earn money. This small town contains more opportunity to live and enjoy oneself than does any other town of comparable—and, in many cases, much greater—size.
For example, there is a community building that houses the community theater, a little theater, a junior college, a hospital, a gymnasium, a swimming pool, bowling alleys, game rooms, a social room, library, dining room, cafeteria, club rooms, and dormitories. Elsewhere in the town there is a park ballroom, an amusement park for picnicking and riding, trout pools, a zoological garden, a rose garden, playhouses and playgrounds for children, a sports arena, an outdoor stadium, and a department store.
The school system is understood to be the largest consolidated system in the country, and includes grade school, junior high, and senior high—with its academic, commercial, and vocational divisions—an industrial school, and a junior college. There is no tuition for any of this schooling. A sidelight on the school system is the program whereby 1000 orphan boys are housed oh nearby farms and taught trades as well as given an education. At age 18 they receive a year's supply of clothing and $100 in addition to what they may have saved from their weekly allowances.
There is a palatial hotel on the hilltop and an inn which, although much less pretentious, is clean and well-kept. Guests receive miniature Hershey bars. Everything in the town, from the factory to the office building and the homes, is spotless. The people look happy and well-fed, and the homes are in good repair. The streets are named after the various items used in the chocolate bars; the only thing that is not named Hershey is the post office.
To compare this city with some of the mining towns in the same state is like getting a glimpse of paradise and its opposite. The author's impression of Hershey, its factory, and its workers is extremely favorable. However, it is only fair to say that many people, professional psychologists included, who have had the same opportunities to observe the town do not agree with this view. To them the entire setup indicates an excessive paternalism, and they feel that the employees have been lulled into a false security and have consequently lost their zeal, ambition, and drive.
The reader may wonder about the possibility of industrial strife in such a company. The fact is that in 1937 Hershey was the scene of bloodshed. Newspaper files reveal that on March 18, 1937, Hershey signed an agreement with the United Chocolate Workers of America (CIO) recognizing the union as the collective bargaining agent for its members.
On April 2, 1937, about 500 Hershey workers went on a sit-down strike; they occupied the main plant and forced a complete shutdown of the company. On April 8, 1937, the front-page headlines of the city's newspaper read: "Farmers oust 500 sit-down strikers in battle at Hershey plant. Many injured. M. S. Hershey in tears." Finally, on April 24, 1937, an election supervised by the National Labour Relations Board was held, and 1542 men voted for no union while 781 voted for the United Chocolate Workers.
Depending upon preconceived attitudes, many different conclusions can be drawn from this series of episodes. One might be that it pays to treat employees fairly; another might be that it does not. Since the authors hold no brief for either generalization—because neither is warranted—it is not necessary to draw any conclusion except to observe that the impressionistic method needs bolstering. More rigid and exacting techniques for measuring attitudes are necessary, and the remaining five methods supply them. The first two are specific types of interviewing used in the measurement of attitudes. They differ in organization and in the type of question asked.
2. Guided Interview:
The second method of measuring attitudes, the guided interview, is a purposeful conversation in which the interviewer tries to obtain honest and complete answers to a specific number of questions. Like all interviews, it has the advantage of face-to-face contact. This type of interview is used most frequently in industry when considering an applicant for a job. In addition, an employer or his representative may use it in handling group complaints of workers. However, it has not been used very often in determining employee attitudes.
In the guided interview, the interviewer must abide by certain rules. He must limit his talking to the minimum, asking questions and saying a few words here and there to impress the interview with the importance of what the interviewee is saying. The interviewer should never argue or give advice; he should have skill m relining from both of these.
He should not express his private convictions. He must be sympathetic and encouraging but make no suggestions. The interviewer must try to have all his questions answered, and he must ask all his subjects the same questions in the same way. The questions must be fair; they must allow for an answer and should not be leading. They must not be embarrassing. A fair and complete record of the interview should be kept. Usually the best time to make this record is immediately after the interview.
The reader must be cautioned about such interviewing. It is difficult, much more difficult than one suspects. The pitfalls are many. In the hands of the inexperienced, the interview is likely to turn into a pep talk, a biased series of questions, or an
The guided interview is a relatively expensive method of determining employee attitude. Unless an experienced person conducts it, the results are likely to be as inaccurate as those obtained with the impressionistic method. To do a survey of 100 employees usually requires from one hundred to two hundred hours. This time includes planning, preparation, interviews, analysis of data, and writing the report. While it is not necessary to argue how much the services of an industrial psychologist are worth, the prevailing scale paid to consultants varies, and such a study can cost between $2000 and $4000. This cost deters a great many employers and encourages them to use the impressionistic method.
The guided interview is valuable insofar as it yields information on the specific frustrations of employees. It shows what has gone wrong with the beautiful blueprint of organization and communication.
A study by Stagner, Rich, and Britten (1941) illustrates a guided interview with the "closed" type of answer. In such an interview the respondent is asked a series of specific questions and is expected to answer with one of a number of answers that are provided. In its most simple and highly structured form, the closed type of answer is either "yes" or "no." A group of 159 machine tool workers were inter- viewed in their homes.
Thirty-four brief questions were read to them, and the answers were recorded on a five-point scale from emphatic "yes to emphatic no. Each interview was short, lasting only about eight minutes. A numerical scoring system was used on which a number from 1 through 5 was assigned each answer. Since 19 questions, according to the authors, were related to job satisfaction, it was possible to get a total score for this attitude. Perfect satisfaction would yield a score of 19 and complete dissatisfaction a score of 95. In this study the range was from 27 to 67, with an average of 43.5 indicating that the average worker m this group was "satisfied" (neutrality would be 57).
Extremely satisfied and extremely dissatisfied workers were then selected on the basis of their scores in an effort to determine the questions that most clearly differentiated these two groups. Some of the questions used in the interview are reported in Table 9.1, together with the percentage of satisfied workers and the critical ratios (CR, significance of the difference between the satisfied and the dissatisfied groups defined in a study; a CR of 3 or more indicates a statistically significant difference) . The main object in presenting this table is to illustrate the type of question asked in a guided interview on job satisfaction. The results are to be considered of secondary importance. (The questions are arranged by their critical-ratio value and not in the order asked.)
The table shows that although a small proportion of the workers were satisfied with their pay, this question nevertheless differentiated to the greatest extent the satisfied workers from the dis-satisfied ones. Each question m Table 9.1 can be examined in terms of the way the entire population would probably answer, and thus a list of satisfactions and dissatisfactions can be constructed. It can also be analyzed in terms of the way dissatisfied workers differ from satisfied workers. For example, "pay" "liking the kind of work," and "relation of enjoyment of work and spare-time activity" successfully differentiate the two groups. However, "friendly with the men," "boss interferes," and "bosses' orders disagree" are items that do not successfully distinguish the two groups.
Another example of the guided interview technique is the work of Kornhauser (1952). While he was broadly concerned with the attitudes of Detroit people toward Detroit, at least two points in the study have particular reference here.
A total of 324 employed people rated their job satisfaction as follows:
Very satisfied – 62
Fairly satisfied – 35
Rather dissatisfied – 2
Very dissatisfied – 1
In response to the query "What do you like about your job? What like about it?" the principal likes and dislikes mentioned are listed in Table 9.2.
A quotation from the study is most interesting in view of its implications:
"Not less interesting is a related discovery. Whereas 68 percent of skilled and 51 percent of non-skilled factory workers mention "inherent interest, nature of work and the like as reasons for liking their jobs, only 38 percent of skilled and 27 percent of non-skilled workers outside of factories cite similar reasons. This tends to refute the notion that auto-plant jobs are especially robot like, deadly or devoid of interest. At the same time, however, it is to be noted that factory workers speak much less than non-factory workers of freedom, personal responsibility and opportunities for advancement as sources of job satisfaction. Among all the occupational groups, moreover, there are remarkably few references to chances for advancement."
Heron, working in this same area, has proposed a I5-item job satisfaction inventory (1954). The nature of the questions allows either a multiple-choice type of response on a five-point scale or a considerable degree of verbalism. By Way of illustration his inventory is presented (Heron, 1954). It is a good model.
1. How do you feel you have got on since first coming here?
2. As a place to work, how does transport compare with other places in this area (or where you lived before)?
3. How much does your job give you a chance to do the things you are best at?
4. How fresh do you usually feel at the end of the day?
5. Not counting all the other things that make your job good or bad, how do you like the kind of work that you do?
6. How do your mates think this job compares with most other jobs?
7. How convenient are the hours on this job?
8. How do you find the transport department as an employer?
9. How well do your average earnings supply a decent standard of living?
10. How interesting is this job?
11. What is your opinion about the speed at which a guard has to work during peak hours?
12. How well is the transport department run?
13. How do you like your job?
14. How do you feel about your prospects of advancement in the transport department?
15. How satisfied are you with your job?
3. Unguided Interview (Non-directive):
The third method of determining employee attitude is the unguided interview or the nondirective interview. Although there are differences between the two terms, for purposes of industrial psychology they can be considered similar.
The unguided interview is characterized by the free nature of the discussion and by the fact that it is the person interviewed who really defines its limits. There are no specific questions that the interviewer must ask; his main concern is to probe and establish the emotional content of the interview. Carl Rogers is one of the leaders in promoting this type of interview as a form of psychotherapy; the reader will benefit greatly by reading his book Counselling and Psychotherapy (Rogers, 1942). The Hawthorne group has been responsible for many advances in the application of this technique to industry. One of their contributions is a series of rules of orientation and of conduct.
The rules of orientation are as follows:
1. The interviewer should treat what is said in an interview as an item in a context.
a. The interviewer should not pay exclusive attention to the manifest content of the conversation.
b. The interviewer should not treat everything that is said as either fact or error.
c. The interviewer should not treat everything that is said as being at the same psychological level.
2. The interviewer should listen not only to what a person wants to say but also for what he does not want to say or cannot say without help.
3. The interviewer should treat the mental contexts described in the preceding rule as indices and seek through them the personal reference that is being revealed.
4. The interviewer should keep the personal reference in its social context.
a. The interviewer should remember that the interview is itself a social situation and that therefore the social relation existing between the interviewer and the interviewee is in part determining what is said. The interviewer should see to it that the speaker's sentiments do not act on his own.
The rules of conduct are:
1. The interviewer should listen to the speaker in a patient and friendly, but intelligently critical, manner.
2. The interviewer should not display any kind of authority.
3. The interviewer should not give advice or moral admonition.
4. The interviewer should not argue with the speaker.
5. The interviewer should talk or ask questions only under certain conditions:
a. To help the person talk
b. To relieve any fears on the part of the speaker which may be affecting his relation to the interviewer
c. To praise the interviewee' for reporting his thoughts and feelings accurately
d. To veer the discussion to some topic which has been omitted or neglected
e. To discuss implicit assumptions, if this is advisable
These rules are not cited because they are either self-explanatory or above debate, but because they give an idea of the general conduct of the interview. Excerpts from two interviews show both the varied nature of the discussion and the underlying principles involved.
Things went along pretty well for a long time, although at times I was a little discouraged, as during the time I was laid off for three or four months and there were quite a number of changes in supervisors; and when I came back to work in Department_______ I was very much surprised.
Interviewer: How's that?
It seems that it was my destiny to be working for a man who had been my supervisor three times before on outside jobs. We had always got along together then, but there seemed to be a certain coolness developed between us—why, I don't know—but I did my work and said nothing. His attitude toward me did not get any better and many a time I had reasonable cause for complaint, but I kept still.
Interviewer: Is that so?
Yes, he used some very abusive language at times. . . . Last year I was hit a terrible blow. My seventeen-year-old girl was taken away from me. She was sick not quite a week. She died of spinal meningitis.
Interviewer: That's too bad.
Yes, she was a dandy young lady. She would have graduated from high school this February. My daughter's death caused my wife to have a general nervous breakdown a week after my girl was buried. That meant I had to send her to the hospital right away. In the course of her treatment in the hospital, the doctors advised me that in addition to her nervous condition she was in a very delicate condition. I could hardly believe it, but later on I was convinced. Well, my wife was in the hospital for about nine weeks and then came home.
About seven and a half months after that I was the father of twins, a girl and a boy, and the birth of twins, along with my wife's nervous condition, left her in a very bad shape. She – came home from the hospital three weeks after the twins were born. She was unable to walk; in fact, she was almost an invalid.
A week or two later, while my other girl who is fifteen years old went to the store and there was nobody else around, my wife made an attempt to walk, and in doing so she was so weak that she fell and knocked one kneecap out of place and injured herself internally. I had to send her back to the hospital. She was there from three to five weeks, I think, and now she is practically an invalid.
I have been advised by the doctors that what she needs the most is rest and quiet, and I am saving every penny so that I may be able to send her to a sanitarium.
Mr. Interviewer, aren't you getting tired of listening to me?
No, indeed I am not. Go right ahead. I am very much interested.
Well, all the time that I was having this trouble my supervisor, a man whom I worked with twelve years, treated me like a dog.'
Excerpts from another interview are as follows:
You feel that there is a little politics played, is that it?
A little? Well, I think there is a great deal of it, if you are asking me. This friendship stuff, stepping out with the boss, goes a long way around here. A blind man could see that.
You feel that stepping out with the boss gives a person a drag?
A drag? Say, he is sitting on top of the world. It doesn't make any difference whether he knows anything or not. He is put on a job and is sure to remain there as long as his friend remains a department head. Usually the man has ample time to get experience and with the department head coaching him along, he has probably developed himself well enough so that by the time his friend is transferred he is rather familiar with the job.
You mentioned that you were a supervisor one time. What capacity were you in?
I was a section head in the X department at one time. I was later made a section head in charge of the Y department.
Were you given any reason why you were, taken off this supervising work?
No, they never told me a thing. They took me off and made me like it. That's what makes me mad. They do these damn things and they never give a fellow any explanation. They put anything they feel like down on this personnel record and it goes upstairs and the employee never knows what is on that record. I don't see how they can do that. If they put anything on record, I don't see why the employee is not allowed to see it.
I think if they would show these things to the employees, an employee would have an opportunity of correcting these wrongs if he only knew what they were. When raise time comes along, you don't get a raise and they never give you any reason why.
They just tell you that you ate doing a good job, to keep it up, that they are very sorry but they didn't have enough to go around. Of course, that's very possible, that everybody can't get a raise every time, but I think they should arrange it so that certain ones would get a raise one time and the others another time. They also tell you that you are not under limit of the job, but they don't give you any more money. I can't figure that thing out.
If a fellow gets up around $50 a week, he is at a standstill. It's been two and a half years now since I have had an increase. I am working just as conscientiously as I ever did. I am always living in hope that the next time I'll get a raise. When a fellow is married and has a family, there are always certain places for your money every week?
The greatest advantage of this type of interview is that when it is conducted correctly the interviewer is fairly sure of getting at what is on the worker's mind and thus is able to understand the attitudes of employees. Its disadvantages are that it is difficult to summarize and requires laborious study. It is also time consuming and costly, and sometimes presents problems that most industrial concerns believe are out of their province.
4. Questionnaire:
The fourth method, the questionnaire, lends itself to the mass-production techniques of determining employee attitudes. In some respects there is more similarity than difference between this method and the guided interview. For example, the study by Stanger, Rich, and Britten (1941) might just as well have been a questionnaire study. The fact that eight minutes is reported as the length of the interview means that they went at a very rapid pace.
However, it may be that these authors preferred to question the workers in their homes because they felt they would get more honest answers. It is also possible that they wanted workers from various plants, or were afraid they would not be given permission to conduct their survey at the plant.
In any case, they could have distributed these questionnaires at one time if they could have gotten the subjects together. On the other hand, the interview usually affords an opportunity for the interviewer to observe the subject's feelings and manner of answering questions.
Although these two methods overlap, the questionnaire is more economical because one person can administer it to a large group at one time. This method also has the advantage of eliminating any effect the interview may have on the respondent and of not requiring as much experience or training on the part of the interviewer as the other methods do. It has the disadvantages of securing no more information than that provided by the answers to the specific questions and of lacking the spontaneity of the unguided interview.
The use of the questionnaire method in determining employee attitude is exemplified in Kolstad's study (1938). Kolstad constructed a questionnaire designed to measure the attitudes of certain employees in a department store toward specific items and the overall job morale.
He defines morale by listing the following ten attitudes or beliefs that were expressed by employees with high morale:
1. Feels very sure of holding his job as long as he does good work
2. Has been made to feel in every way that he is ready a part of the organization
3. Feels that the management does a great deal more than could be expected to maintain good working relationships between him and the people with whom he works
4. Feels that the management of this store is more interested in the welfare of the people in jobs such as his than are the other department stores in the city
5. Has never been dissatisfied with his job or if he has, such dissatisfaction was hardly ever the store's fault
6. Believes that this department store treats its employees better than the other department stores in the city
7. Feels that the management is always fair with the employees in jobs such as his
8. Feels that his immediate superiors are always fair in their treatment of him
9. Can always find out whether his work is improving or not
10. Knows of no other department store in the city in which he would rather work in the same job at the same salary
Ten multiple-choice questions were used to cover these topics. Each question had five answers; the subject checked only one.
A representative question was:
How much does the management do to have good working relations between you and the people with whom you work?
( ) as little as possible
( ) much less than one would expect
( ) about as much as one would expect
( ) a little more than one could expect
( ) a great deal more than one could expect
The questionnaire was scored, the possible scores ranging from + 48 to —48. The specific items that were found to be most closely related to morale (as defined by Kolstad) were:
1. Promotion of best-qualified persons
2. Help available to get results expected
3. Encouragement to offer new ideas and suggestions
4. Fair hearing—square deal for grievances
5. Pay increase when deserved
6. Invitation to offer suggestions when plans are being made
7. Freedom to seek advice when problems arise
8. Reasons given when changes are ordered in work
9. Information about plans and results
10. No contradictory or conflicting order?
The findings of this study, shown in Table 9.3, are based upon 740 non-selling and 660 selling employees. The table is presented not in order to demonstrate the nature of morale, but rather to illustrate how scoring a questionnaire leads to quantitative results. These data indicate that the morale of the employees who sell is higher than that of employees who do not sell. Kolstad finds no significant statistical differences between the scores of men and women, married and single men, or married and single women.
He does report statistically significant differences in the scores based on length of service. Thus the group employed one to five years had a lower morale than either the short-term employees or those employed over five years.
Since the main point of this article is to explain the principles of measuring attitudes, a minor, comment may be made about the table in the original article. It is incomplete. Kolstad goes to the trouble of reporting averages and standard deviations for twenty groups but does not indicate the number in the subgroups. He merely reports the total number of employees in the selling and non-selling groups. As a result, it is impossible to check the reliability of the differences reported or to compute others. To fail to indicate the number of persons in a group is a serious error in statistical technique.
Kolstad also reports on the items investigated. He queried the employees on 54 specific items related to store pride, relations with superiors, promotion, pay, and factors influencing employee results on the job.
The four items that he found most closely related to morale among the selling employees were:
(1) Promotion of best- qualified persons,
(2) Encouragement to offer new ideas and suggestions,
(3) Understanding of difficulties of job by superiors, and
(4) Help available to get results expected.
The four items for the non-selling employees were:
(1) Help available to get results expected
(2) Encouragement to offer new ideas and suggestions,
(3) Fair hearing—a square deal for grievances, and
(4) Promotion of best-qualified persons.
A novel questionnaire technique has been proposed by Kerr (1948). This system not only guarantees anonymity, but also makes it unnecessary to do any writing or marking on the responses. The "Tear Ballot for Industry" has eleven appropriate questions. Each question furnishes five answers, and all the person does in responding is to tear the appropriate arrowhead at the end of the answer.
Weitz and Nuckols compared the direct and indirect question technique as used in a questionnaire (1953). As an example of the indirect approach the following question was used: "Approximately what percent of the agents in your company think that the training they received was good? 0, 10, 20, 30, 40, 50, 60, 70, 80, 90, 100 percent." As an example of the direct approach the following question was used: "The training I received for my present job was____ poor;_____ adequate; ___ excellent."
The authors found that the direct and indirect items correlated with each other. They found that both, to some extent, could predict the criterion which they used, that is, survival or continued employment. They also found that the direct items, in general, did a slightly better job of predicting survival, and so they see no advantage in using the indirect question.
The methodological controversy over the use of direct and indirect items as a system of gathering data will of course continue. A review of all the literature in this connection indicates that there is as much evidence in favour of one as in favour of the other. Apparently the bias of the researcher enters into the situation. Both will continue to be used; the advantages and disadvantages of each should be carefully considered in relation to the particular situation.
Attitude Scales:
The fifth and best method of formally measuring employee attitudes is through the use of attitude scales. As the name implies, an attitude scale is a kind of "psychological yardstick" which can be used to measure attitudes in a quantitative manner.
There are a number of different techniques available for constructing good attitude scales. Also, attitude scales can themselves be grouped into different classes, depending upon their rationale.
The following taxonomy is a useful one:
1. Rating-Scale Instruments
2. Scaled-Item Instruments
a. Rank Order Scaling
b. Paired Comparison Scaling
c. Equal Appearing Intervals Scaling
d. Successive Intervals Scaling
3. Criterion-Group Instruments
a. Likert Scale
b. Error-Choice Scale
4. Other Methods
a. Guttman Scale
b. Osgood Semantic Scale
A detailed examination of these different types of scales is not possible here. However, a brief discussion of each will be useful.
Rating-Scale Instruments:
Appropriately named, these are simple scales which are given to a person to use to rate himself on a given attitude dimension. To illustrate, suppose you wished to measure workers' attitudes toward their retirement program. One way of doing this would be to present each worker with a scale as shown below.
The resulting rating is a single, global estimate of how favourable the worker is to the particular attitude object involved (in this case the attitude object was the retirement program). Some of the major advantages of this method of obtaining a person's attitude are its simplicity and its ease of use. Its major disadvantages are the ease with which it can be faked (a person can easily falsify his attitude if he so desires) and its lack of specificity (it only gives a global assessment of the attitude without giving any more detailed information).
Scaled-item instruments:
The rationale of this attitude-measuring procedure is quite simple also.
In sequence, it goes something like this:
1. A large number of statements are obtained about the attitude object.
If we wish to measure attitudes toward the retirement program, then statements might look like:
(a) "Our retirement program is excellent in most respects,"
(b) "Our retirement program is hard on certain people," or
(c) "Our retirement program is hard to understand." These statements can be gathered from any number of sources, such as the employees themselves or from general discussion sessions among the staff.
2. Each item is scaled for "favourableness." The second step is to obtain a scale value for each statement which expresses how favourable that statement is toward the attitude object. Thus statement (a) above, which seems to be saying something nice about the retirement program, would probably end up with a high scale value, while statements (b) and (c), which are less flattering, would probably end up with lower scale value.
In other words, this step is simply one of attempting to determine exactly how favourable each statement is toward, in this case, the retirement program.One can use (1) the rank-order method, (2) the paired-comparison method, (3) the equal appearing interval method, or (4) the successive-interval method, depending upon one's own preference.
3. Selection of best statements for final instrument. After all items have been scaled, the best items are selected for use in the final attitude measuring instrument. Statements covering the entire range of scale values are included, and statements where there was high agreement on the scale value are preferred.
4. Use of instrument to measure attitudes. The final form of the instrument is now ready for use. The person responding to the attitude questionnaire is simply asked to check those statements with which he agrees. His score is the median scale value of the items with which he agrees.
An example of such a scale is provided by Uhrbrock (1934) who has developed a scale to measure the attitude of employees. The items in it and the values assigned to each item are shown in Table 9.4.
On this scale 3934 factory workers obtained an average score of 6.34. Ninety-six clerks averaged 6.84, and 400 foremen had an average score of 7.19. Care must be exercised in interpreting these results, lest one come to the conclusion that the attitude of the typical factory worker is exemplified by the statement "I think a man should go to the hospital for even a scratch, as it may stop blood poisoning." After all, this statement has a scale value of 6.3 and is closest to the average of 6.34. But such a conclusion is of course foolish, because 6.34 is the average of the mathematical weights of all the statements checked by the employees.
In fact, Uhrbrock reports that statements expressing a favourable attitude toward the company were checked by more than twice as many workers as checked the unfavourable statements. In addition to finding that foremen had more favourable attitudes than factory workers, he found that this was true more of women than of men, and that employees who had worked for the company more than six years were slightly more favourably inclined than those with a shorter period of service. It will be noted that Uhrbrock finds a difference in attitude between males and females, whereas Kolstad does not. This is due to different samples, different levels of employment, and other similar factors.
Criterion-Croup Instruments:
The third class of attitude-measuring devices consists of those which are constructed using the standard test construction (item-analysis) procedures. This method also involves a sequence of events.
1. Collection of items.
2. Item analysis against a criterion.
All items are examined to see if they discriminate significantly between a group of individuals which is favourable toward the attitude object (Group F) and a group which is unfavourable (Group U). If the item does so discriminate, it is kept on the final scale.
The two major versions of this type of attitude scale are the Likert Scale and the Error-Choice Scale.
A Likert item would look like this:
The person reads the item and then selects one of the alternatives. Each alternative has a score or weight associated with it. A person's score on the final attitude scale is simply the sum of the weights of the alternatives he has checked. Weights are usually assigned so that high scores indicate favourable attitudes.
The following example illustrates this method. Richardson, Bellows, Henry and Company did a considerable amount of employee attitude measurement for its clients. As an example, for one such study (Stagner, Rich, and Britten, 1941) 94 statements were prepared based upon preliminary interviews with a sample of employees' discussions with management and upon general considerations based on experience.
These statements were intended to cover ten specific areas:
Employees responded by indicating:
(1) Definitely agree,
(2) Inclined to agree,
(3) Inclined to disagree, or
(4) Definitely disagree.
All questionnaires were filled out, and anonymity was guaranteed. The results are presented in Figure 9.1. They compare the respondents who respond favourably in each of four categories: supervisory, nonsupervisory, in the company, and in other companies. The second major version of criterion-group scales is the Error-Choice Attitude Scale, originally proposed by Hammond (1948).
It is somewhat similar to the Likert Scale in that:
(1) The items are presented in multiple-choice format and
(2) Only items which statistically discriminate between high and low criterion groups are included on the final form. However, it differs from the Likert in one very important respect—if is disguised to look like a test of general knowledge rather than a test of attitude!
Each item in an error-choice attitude scale asks a factual question and includes usually two or four alternatives. The catch is that none of the alternatives are correct! Half are underestimates of the "true" or correct answer and the other half are overestimates.
The rationale goes something like this:
1. Even, though a person is given an item without the correct answer he is still forced to respond. That is, he is required to select one of the incorrect alternatives by the very nature of the test, even if he is reasonably sure that none of them are correct.
2. When forced into picking an incorrect answer, the decision to overestimate or underestimate will be related to an individual's attitude.
3. Thus by seeing if a person continually overestimates or underestimates on factual items one can measure attitudes.
Perhaps an illustrative item would be helpful to demonstrate. Suppose one wants to measure attitudes toward women drivers. Suppose also that we know that there is no difference in the number of accidents experienced by female drivers and male drivers when frequencies are adjusted for amount of miles driven.
We could then write an item which might look like this:
The number of accidents per mile driven for women is what ratio to the number of accidents per mile driven for men? That is, how much more often do women have accidents than men after one adjusts for mileage?
(a) 2 female to 1 male accident (4)
(b) 1½ female to 1 male accident (3)
(c) 1 female to 1½ male accidents (2)
(d) 1 female to 2 male accidents (1)
What do you think would happen if this item were given to a random sample of 100 men and 100 women? In all likelihood the men would get higher scores than the women, since they would be more apt to bias their responses toward (a) and (b), while the women would be more apt to select (c) or (d).
The problem of faking on the attitude scale is virtually eliminated with the error- choice method, simply because the testee does not know his responses are being used to reflect his attitude. To him, it looks like his knowledge about driving and accidents is being measured—not his attitude toward women drivers.
Weschler (1951) has demonstrated the use of this technique by constructing a test to measure attitude toward labour-management relations. While 24 of the items were real, 16 were of the error-choice type. An illustration of the type of question he used is: "At present, the following percentage of people in the United States are entirely dependent upon jobs and have very few savings: (a) about 55 percent; (b) about 85 percent." (Note—correct answer is 70 percent.)
Other Scaling Methods:
Guttman (1950) has proposed a scaling method where the items have a special cumulative property. For example, the respondent who responds positively to the eighth item of a ten-point scale will have responded positively to all other seven items; similarly, the one who responds to the fourth item will have responded positively to only the first, second, and third.
In a perfect Guttman scale, an individual's score bears a one-to-one relationship with his response pattern. In practice the construction of a perfect scale, using this method, has many difficulties because of the multiplexity of attitude dimensions. However, the scale does present an interesting methodological departure from the Thurstone and Likert methods.
The final scaling method of attitude measurement to be discussed has been proposed by Osgood, Suci, and Tannenbaum and is known as the Semantic Differential (1957). The method requires the respondent to rate on a scale of, let us say, four or six or eight points, the associate meaning of a series of descriptive polar terms. Examples of such polar terms are innumerable: rough-smooth, weak-strong, small- large, tense-relaxed, wet-dry, fresh-stale, cold-hot, fair-unfair, etc.
A valuable reference for those interested in building attitude scales in this area is the work of Uhrbrock (1961). He has gathered over 2000 short descriptive statements which have been given scale values. This material can serve as a source to those who need to construct such scales.
5. Indirect Method:
The sixth method of attitude measurement has been described as the indirect method (Weschler and Bernberg, 1950). It is intended to provide a more free rein of expression. The objective is to explore the "deeper levels rather than to deal only with the manifest verbal content." This method deliberately attempts to conceal the intent of the measurement and allows the experimenter to observe and measure without producing an effect on the attitude itself. Varieties of techniques have been included within this category: word associations, sentence completions, or picture and story theme completion.
Weschler has raised four interesting questions as a result of the indirect technique (1951) which point up the, problem as to whether this is trickery or scientific method:
(1) Do I have the right to investigate other people's attitudes?
(2) Do I have the right to "deceive" (authors' quotes) people in order to get at their attitudes?
(3) Do I have the right to report on new indirect attitude-measuring devices at a time when these can be used by unscrupulous politicians or by other selfish interests?
(4) What is my responsibility for seeing that the findings which I report are properly interpreted?
These are significant questions and must be answered. Admittedly, the answers reveal the authors' attitude—and without a survey. The answer is an unequivocal "yes" to question 1—we have the right to investigate attitudes. The answer is "yes" to question 2, except that in our opinion the indirect method is not deception.
The false answers willingly given by the respondents when direct techniques are used are the deceptions. As for question 3, we will always have unscrupulous politicians and selfish interests, so why wait for Utopia in order to do worthwhile research? In answer to question 4, we believe that our research responsibility is great, but in a free society and with a press interested in circulation one may expect others to misinterpret. This should not deter the scientist but rather should encourage him to communicate more directly with the public.
The indirect method of measuring attitude is the newest development, is the most subtle, and conceivably has dangerous implications in the hands of the unscrupulous. Nevertheless, it is a technique and will be used. Little good can come from wishing that the H-bomb were not in existence. More good can come from knowing of its existence and trying to work within its framework of possible destruction. In a much smaller and possibly insignificant way, let us not hide our heads in the sands with reference to this technique of attitude measurement.
Friesen (1949) has developed an incomplete sentence blank which is an attempt to standardize the indirect-method technique of measuring employee attitudes. A rather novel approach has been suggested by Baumgarten (1952). She has collected a large number of proverbs concerning human, labour, and social relations. The testee selects those proverbs which he believes to be correct and incorrect. While this technique theoretically could evidence attitude, for the time being it has to be regarded as interesting and speculative.
The Evans and Laseau (1950) research known as "My Job Contest (MJC) conducted at General Motors is an example of research using the indirect method of attitude measurement. On the surface, this was a letter-writing contest on the topic "My Job and Why I Like It." Five thousand prizes were awarded, including such items as a Cadillac and other General Motors cars on down to rear-view mirrors. A tremendous amount of employee participation occurred—almost 50 percent of the 297,401 eligible employees entered. The letters varied in length from one hand-written sentence to twenty typewritten pages. About 700 letters were written in languages other than English.
Management recognized that this served a greater purpose than merely a letter- writing contest. It presented the opportunity to analyze thematically the relatively unstructured reflections of employees. It was, therefore, an indirect method to measure attitude: Analysis of the content of the letters resulted in establishing 58 themes and formed the basis for reporting to each division the findings about its employees attitudes toward their job and related conditions.
Although the analysis made use of rather exacting statistical techniques and recognized necessary procedural controls, it was communicated to management in an interesting and nontechnical manner. This is very important as a general principle-. Too many industrial psychologists become so technical that they lose even their colleagues, let alone the management people who must understand and translate the findings into action.


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Many of you will relate to the hours spent trying to guess the pattern in both order and colour of the popular code-breaking game Mastermind.
Mastermind Fitness is just one of the latest games we have created to engage participation and movement. Players are required to remember moves and sequences, completing a number of different exercise as fast as they can. The game is suitable for students at school, playing a fun game in the park, or using the game to attract new clients to your boot camp business. This game has it all.
I would also like to mention an amazing podcast interview I had with Hugh Van Cuylenberg from the Resilience Project. Hugh has developed and facilitated programs for over 300 schools Australia wide promoting positive mental health strategies. He has also worked with the Australian Cricket Team, the Australian Netball Team, 10 of the AFL Teams and Australian Women's Soccer Team. Click HERE to listen to podcast.
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We would like to thank our members for their valued support, sign in to view Mastermind and the other ten activities today.
Have a wonderful day from the team at Bottoms Up Fitness

subset: commoncrawl


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Floyd County Records Available to Members of Georgia Pioneers
- Index to Floyd County Annual Returns 1842-1852.
- Index to Floyd County Estates, Willis, Bonds, Letters of Administration, Book A, 1852-1861.
- Estate of George Lavender, deceased (digital image), 1839
- Floyd County Marriages from Newspapers 1885-1886.
- Rome City Directory for 1883


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William Joseph Adams, 83, from Milford, passed away peacefully in his sleep on December 27, 2018. He was the beloved husband of Melanie Adams. They shared 48 years of marriage together.
Born in Dublin, Ireland, as was always evident in his lovely Irish brogue, he was the son of Victor and Kathleen Adams. Bill worked at Bristol Meyers Squibb in Stamford for over 30 years. He was a parishioner of St. Ann's church in Milford and was deeply devoted to his faith. Before his Parkinson's started to advance he enjoyed his weekly visits to the Gaelic American club in Fairfield where he had been a member.
He enjoyed watching countless soccer games, listening to Irish music and get-togethers with his family.
Bill is predeceased by his parents, sisters Patricia Adams and Maureen McLaughlin a brother Frederick Adams and survived by his sister Emily Haag.
He will be lovingly remembered by his proud children John Adams, Andrew Adams, Mark Adams and his wife Joanna, his daughter Jennifer Lenz and her husband Michael; his cherished grandchildren, Annabel Adams, Lucy Adams, Cooper William Lenz, and Avery Lenz; and many loving nieces and nephews.
A Mass of Christian Burial will be celebrated on Thursday, January 3, 2019, at 11:30 a.m. at Saint Ann Church (Saint Raphael Parish) 400 Naugatuck Ave., Milford. Interment will follow at Saint Mary Cemetery, Buckingham Ave., Milford. Friends and family may call from 9:30 a.m. to 10:30 a.m. that morning at the CODY-WHITE FUNERAL HOME, 107 Broad St., Milford, CT 06460. In lieu of flowers, memorial contributions may be made to the Beth-El Shelter at http://www.bethelmilford.org/.
Beth-El Center
Milford CT
Web: https://bethelmilford.org/website/publish/help/index.php?3


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home decorating
Canvas vs Paper for photographic print
January 24, 2018
Why I no longer offer canvas prints as a standard option. Recently I've made the decision to no longer offer canvas prints in my online store. It was a hard decision considering the percentage of canvas prints I've sold. Upon asking some of my customers the reason they were choosing canvas I found that the most common […]Read More


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Take part in revealing the genuine authenticity, beauty and accuracy of the Arabic language. Refurbish Arabic speakers' expressive abilities. Learning collocations improves linguistic competence. Collocations are a combination of words that together give out a very neat and accurate meaning.
Price:15$ Price In Jordan
Book Publish Date 30-Dec-2013
The Arab Certified Public Accountant (ACPA) curriculum has been developed in accordance with the Certified International Professional Accounting Qualification curriculum of the United Nations Conference on Trade and Development (UNCTAD), with the participation of experts from the Arab Society of Certified Accountants (ASCA), the Certified General Accountants Association of Canada, European Commission, Institute of Chartered Accountants in Scotland, the Accounting Standards Board of Poland, the International Federation of Accountants and representatives of academic organizations and international accounting companies who participated in their own capacity.
Subjects of the Professional Accounting Qualification Curriculum
The Professional Accounting Qualification Curriculum consists of a variety of academic materials related to the accounting and auditing professions, in addition to different modules related to other disciplines such as economics, business administration, financial management, statistics, law and legislation and information technology, as well as many other important subjects.
Price:160$ Price In Jordan
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This Dictionary is quite comprehensive and meets the needs of professionals such as accountants, auditors, bankers, business people and those who work in the fields of economy, law and state. In addition, it is useful to students of universities, colleges and institutes, and is a basic reference for them in their study and work in the globalization era when developments in scientific, knowledge and technological field are accelerating.The Dictionary contains 12000 terms which include accounting terms issued by international professional bodies and committees, as well as commercial terms, others used in computer science and the Internet, and new ones introduced by the information and knowledge revolution.
Talal Abu-Ghazaleh Dictionary of Patents 2012
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- Basic terms and themes of intellectual property matters
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- Serves users from the finance and business sectors, innovators, inventors, lawyers and paralegal assistants, persons concerned with intellectual property and college professors and students.
It is a rich lexicon for the use of judges, lawyers, professors and college students.
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It serves business people, companies and economists.
It keeps you abreast of contemporary world legal jargon
This Guide includes a background about Money Laundering. In addition to the roles of professional accountant, ethical and professional commitment, the Guide also includes legislation, regulations, pronouncements and enforcement steps focusing on combating money laundering and terrorist financing. (Arabic and English versions).
The Guide was originally developed by Talal Abu-Ghazaleh Global (TAG.Global) as a reference for audit and financial consulting companies. It shows the legal period for which merchants should retain their books, documents, and correspondence and also the legal retention period for auditor's books, documents, correspondences and working papers files. In addition to auditors, it will be of value to businessmen in general and financial managers in particular. This guide is updated on an annual basis and copies can be obtained from TAG.Global offices which are listed at the end of the guide. (English version).
The Guide covers the following subjects: historical overview of corporate governance, external and internal auditors' roles and functions, and external auditors' responsibility toward the corporation. In addition, it comprises an overview and objectives of the internal control system. Corporate Governance is the system by which business entities are managed and controlled. It is a means to promote transparency and accountability. Thus, the cornerstones of having an effective system of corporate governance are fiduciary responsibility, transparency, accountability, control and ethical atmosphere. (Arabic and English versions).
This Guide was translated into Arabic in cooperation with the World Trading Center UNCTAD/World Trade Organization, the Commonwealth Secretariat and Talal Abu-Ghazaleh & Co. International. It includes all agreements, market rules, legal regulations, terms of negotiation and mutual obligations under the World Trade Organization. It is the only Arabic reference source approved by the issuing organizations.


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Αρχική σελίδα
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Ραφές Μαξιλαριών
Κουβερλί - Παπλώματα
Μηχανισμοί κουρτινών
Ρόλλερ & Περσίδες
Τα έργα μας
Αρχική σελίδα
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Wednesday, March 3, 2010
Spring Internship Begins, Birds Readied for International Festival of Owls
( Photo: Albert and Amber put new jesses on Little Bit, our Saw-whet Owl. Little Bit has been "on vacation" for the past month. He will be at the International Owl Festival on Saturday.)
UWSP Student, Amber Brunette, started her internship on Monday. Amber is a Wildlife Education major. She will get lots of experience at REGI, not only in the educational aspects of wildlife, but husbandry as well.
( Photo: Katie ( left) and Alberta ( right) welcome Amber Brunette ( middle) to REGI as a Spring Semester Intern.)
Most of our internships happen in the summertime. That's when we are busiest with baby birds, tours and outdoor activities. For Wildlife Education majors, however, summer is not the best time. Their internship includes not only working with the education birds and gaining experience doing programs, but also caring for the birds. Doing the programs is only one aspect of the work. The natural history and learning to evaluate the needs of the educational birds is very important to the world of wildlife educators.
( Photo: Amber changing the water dishes early in the morning. Cleaning and keeping the birds in our care healthy and happy is an essential part of husbandry.)
( Photo: Katie returned from vacation to a welcoming committee. One of the birds that loves her the most is our White Pelican, "Peli". He is a REGI education bird. )
Katie came back from vacation and while we are all happy to see her, no one was happier than Peli, our White Pelican. He adores Katie and pretty much puts up with the rest of us. They are so definite in the people whom they care about. Katie has accepted that he is her "boyfriend". Good thing she likes fish!:)
We will be busy the next few days preparing for our weekend trip and presentation at the owl festival in Houston,MN and the following weekend at the National Eagle Center in Wabasha, MN. Lots of preparation is involved when we travel overnight with our birds. Each one is given a physical and checked for weight and any signs of illness or even discomfort. For instance, if a bird is heavily into breeding behavior, it is not made to travel overnight. If a bird is having a bad week and just wants to stay home, it can do that too. Sometimes birs get "crabby" just like we do and need some time off. We respect them and their needs. Sometimes people are disappointed if certain birds do not come to scheduled programs, but it is all part of being good caretakers. We take that responsibility very seriously.
So, the question is always asked..."How do you know if they don't want to go?" That is a part of knowing the birds so well that we key into every bit of body language and behavior they toss out. Most of our birds have been with us for many years and become like old friends. It is also why the birds in our programs appear to be so relaxed and comfortable with their work.
Lots more work to do today. It is another beautiful day for Northern WI this early in March. We are getting used to this mild weather and are all ready for spring to come.
Marge Gibson 2010
Posted by Marge Gibson at 9:21 AM
Labels: International Festival of Owls
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Last but not least, the greatest comeback in the history of the NFL is reportedly taking place in San Francisco.
This overhyped story takes the cake.
I know California is the capital of medical marijuana, but the memory issues in the Bay Area are beyond explanation now.
Alex Smith has played horribly. Regardless of the excuses and besides a couple bright moments, Alex Smith has been awful for six years.
Let's put this in perspective.
I am a Real Estate guy. If you asked me to sell your home, and I failed, not once, not twice, but six freaking times, would you ask me to return for a seventh?
No you would not. You wouldn't even ask me back for a second time.
Would it matter to you if I had a bunch of excuses? No.
The bottom line is, you want your house sold.
Well, the 49ers want to win games. And they want a quarterback that will help them do that.
I will admit Alex is doing great as a fill-in coach. I would love for him to play five to seven more years on the 49ers as a backup.
I think he would be the top No. 2 in the league and very helpful for Colin Kaepernick, or whoever for that matter. But make no mistake, Alex Smith is not going to transform into Joe Montana or Steve Young or even Jeff Garcia. He is going to be Alex Smith.
So please, just stop it.
This is Ryan The Broker, signing off for, "Wake Up San Francisco!"
Thanks for reading!
Please join me on Twitter @ryanthebroker.
Article source: http://bleacherreport.com/articles/753473-san-francisco-49ers-dont-believe-the-hype-top-5-lockout-induced-fabrications


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Program Landing
When You Can't
— Let God work through you instead of you working for him. It can be intimidating to learn you are part of God's purpose when you feel inadequate for the assignment. The key is learning to let God do the work through you. That is part of God's purpose as well.
Scripture: Exodus 3:1-4:17
Dr. Ed Kirkland
Senior & Lead Teaching Pastor


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Considered one of the foremost experts on 18th- and 19th-century European and American antiques, fine art and jewelry, Bill Rau has worked in the family-owned gallery full-time since he was 21 years old, and part-time since the age of 14. After graduating from the University of Colorado in 1982 with a degree in Business, he returned to his hometown and began a highly successful career as one of the most respected industry experts and gallery owners today.
Upon taking the reins as President and CEO in 1995, Bill instituted improvements at M.S. Rau that have put him on top of a multi-million dollar operation. Located in the heart of the historic French Quarter in New Orleans, with more than 30,000 total square feet of showroom, M.S. Rau Antiques houses extraordinary collections of important works of fine art by Renoir, van Gogh and Monet, incredibly rare jewelry including natural colored diamonds and Burma rubies, and an array of breathtaking antiques typically found only in the most prestigious museums in the world.
For more information visit rauantiques.com.
R. Couri Hay Creative Public Relations has years of experience working with clients within the art and antique field. We are honored to be helping such a prestigious company be acknowledged for their work. View some of the press placements R. Couri Hay Creative Public Relations has acquired for M.S. Rau Antiques:


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Hai people. People used to call me "Leles". actually, Alisia James is my Name. i am getting old this year. Turning 17Teen years old. That's mean i am going to sit a big exam.Currently im taking Civil engineering studies at Litech secondary school,Likas. Proud to be sabahan. I believe everything happen for a reason. I am taken by MR.Oliver allexsius. Whatever happen to myself, i called it as a LIFE.
Wednesday, November 17, 2010
Slamat Hari Raya Aidiladha kepada semua umat ISLAM :)
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Marketing the CCTFA Foundation's annual signature events meant writing/preparing content for all print and online vehicles, creating/managing the production of all print collateral, as well as (in some instances) assisting in the actual planning of the events. Below you will find examples of Partnership Opportunities that I worked on for two 2013 fundraisers.
In consideration of the Foundation's programs (Look Good Feel Better and FacingCancer.ca), it was important for me to continuously seek proactive measures to help generate funds or decrease costs, increase partner recognition, and improve the guest experience at these events.
The Goods:
- By expediting the 2013 Mirror Ball theme selection and design concepts, I was able to complete the Partnership Package and website re-fresh in March, 3 months earlier than the year before!
- Took initiative by creating a new and improved eye-catching Partnership Opportunities Package for the Charity Golf Classic event which included the consolidation of sponsors benefits in one easy-to-read chart
- Sourced a new silent auction technology provider which enhanced the auction experience for Mirror Ball guests while reducing significant costs for the Foundation
- Created and published the Foundation's first online post-event survey to obtain feedback and gain insights on areas for improvement from guests
- Created new eye-catching Mirror Ball and Charity Golf Classic E-blast templates - improved open-rates were realized


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In The Weeds Jobs DBA In The Weeds ("Company") is committed to protecting your privacy. We have prepared this Privacy Policy to describe to you our practices regarding the personal information we collect from users of our website located at intheweedsjobs.com (the "Site"), our mobile application ("Application") and online services (the "Services").
1. Questions; Contacting Company; Reporting Violations. If you have any questions or concerns or complaints about our Privacy Policy or our data collection or processing practices, or if you want to report any security violations to us, please contact us at the following address or phone number:1504 Summer Creek Dr unit A
2. A Note About Children. We do not intentionally gather personal information from visitors who are under the age of 13. If a child under 13 submits personal information to the Company and we learn that the personal information is the information of a child under 13, we will attempt to delete the information as soon as possible. If you believe that we might have any personal information from a child under 13, please contact us at: firstname.lastname@example.com .
3. Types of Data We Collect. We collect personal information from users, as described below.
(a) Information You Provide to Us.
(b) Information You Provide to Facebook and other Social Networking Sites. The Services allow users to access Facebook to interact with friends and to share on Facebook through Wall and friends' News Feeds. If you are already logged into the Services and Facebook or another social networking service ("SNS"), when you click on "Connect with Facebook," or a similar connection on another SNS, you will be prompted to merge your profiles. If you are already logged into the Services but not logged into Facebook or another SNS that we support, when you click on "Connect with Facebook," or a similar connection on another SNS, you will be prompted to enter your SNS credentials or to "Sign Up" for the SNS. By proceeding, you are allowing the Services to access your information and you are agreeing to the Facebook or other SNS's Terms of Use in your use of the Services. Conversely, if you are not currently registered as a user of the Services, and you click on "Sign in" using Facebook or another SNS that we support, you will first be asked to enter your Facebook or SNS credentials and then be given the option to register for the Services. In this case, we may receive information from Facebook or another SNS to make it easier for you to create an Account on the Site and show our relevant content from your Facebook or SNS friends. Once you register on the Site and connect with Facebook or another SNS, you will be able to automatically post recent activity back to Facebook or the other SNS. Any information that we collect from your Facebook or other SNS account may depend on the privacy settings you have with that SNS, so please consult the SNS's privacy and data practices. If you signed up using Facebook Connect or another SNS account would like to disable or disconnect it entirely, or sign up using another method, please contact us at: email@example.com
(c) Information Collected via Technology.
(d) Information Collected from You About Others. If you decide to invite a third party to create an Account, we will collect your and the third party's names and email addresses in order to send an email and follow up with the third party. We rely upon you to obtain whatever consents from the third party that may be required by law to allow us to access and upload the third party's names and email addresses as required above. You or the third party may contact us at firstname.lastname@example.com to request removal of this information from our database.
4. Use of Your Personal information.
(a) General Use. In general, personal information you submit to us is used either to respond to requests that you make, or to aid us in serving you better. We use your personal information in the following ways:
(b) User Feedback. We often receive comments from users who have had positive experiences with our
Services. We may post user feedback on the Site from time to time. We will share your feedback with your
first name and last initial only. If we choose to post your first and last name along with your
feedback, we will obtain your consent prior to posting you name with your feedback.
(c) Creation of Anonymous Data. We may create anonymous data records from personal information by excluding information (such as your name) that makes the data personally identifiable to you. We use this anonymous data to analyze request and usage patterns so that we may enhance the content of our Services and improve navigation. We reserve the right to use anonymous data for any purpose and disclose anonymous data to third parties in our sole discretion.
5. Disclosure of Your Personal information. We disclose your personal information as described below and
as described elsewhere in this Privacy Policy.
(a)Third Parties Designated by You. When you use the Services, the personal information you provide will be shared with the third parties that you designate to receive such information.
(b) Third Party Service Providers. We may share your personal information with third party service providers to: provide you with the Services that we offer you through our Site; to conduct quality assurance testing; to facilitate creation of accounts; to provide technical support; and/or to provide other services to the Company. These third party service providers are required not to use your personal information other than to provide the services requested by Company.
(c) Corporate Restructuring. We may share some or all of your personal information in connection with or during negotiation of any merger, financing, acquisition or dissolution, transaction or proceeding involving sale, transfer, divestiture, or disclosure of all or a portion of our business or assets. In the event of an insolvency, bankruptcy, or receivership, personal information may also be transferred as a business asset. If another company acquires our company, business, or assets, that company will possess the personal information collected by us and will assume the rights and obligations regarding your personal information as described in this Privacy Policy.
(d) Public Profiles. Certain portions of the information you explicitly provide to us may also be displayed in your Profile, such as your user name and profile photo. By default your Profile is set for public viewing. We may display this content on the Services and further distribute it to a wider audience through third party sites and services. Once displayed on publicly viewable web pages, that information can be collected and used by others. We cannot control who reads your postings or what other users may do with the information you voluntarily post, so it is very important that you do not put personal information in your posts. Once you have posted information publicly, while you will still be able to edit and delete it on the Services, you will not be able to edit or delete such information cached, collected and stored elsewhere by others (e.g. search engines).
(e) Social Networking Sites. Some of our Applications and Services may enable you to post content to SNSs (e.g., Facebook or Google+). If you choose to do this, we will provide information to such SNSs in accordance with your elections. You acknowledge and agree that you are solely responsible for your use of those websites and that it is your responsibility to review the terms of use and privacy policy of the third party provider of such SNSs. We will not be responsible or liable for: (i) the availability or accuracy of such SNSs; (ii) the content, products or services on or availability of such SNSs; or (iii) your use of any such SNSs.
(f) Other Disclosures. Regardless of any choices you make regarding your personal information (as described below), Company may disclose personal information if it believes in good faith that such disclosure is necessary (i) in connection with any legal investigation; (ii) to comply with relevant laws or to respond to subpoenas or warrants served on Company; (iii) to protect or defend the rights or property of Company or users of the Services; and/or (iv) to investigate or assist in preventing any violation or potential violation of the law, this Privacy Policy, or our Terms of Use.
6. How We Respond to Do Not Track Signals. Some web browsers may transmit "do not track" signals to the websites and other online services with which your web browser communicates. There is no standard that governs what, if anything, websites should do when they receive these signals. We currently do not take action in response to these signals. If and when a standard is established, we may revise our policy on responding to these signals.
7. Your Choices Regarding Your Information. You have several choices regarding use of information on our
(a) Email Communications. We will periodically send you free newsletters and e-mails that directly promote the use of our Services. When you receive newsletters or promotional communications from us, you may indicate a preference to stop receiving further communications from us and you will have the opportunity to "opt-out" by following the unsubscribe instructions provided in the e-mail you receive or by contacting us directly (please see contact information below). Despite your indicated e-mail preferences, we may send you service-related communications, including notices of any updates to our Terms of Use or Privacy Policy.
(b) Changing or Deleting Your Personal Information. You may change any of your personal information in your Account by editing your Profile within your Account or by sending an email to us at the address listed above. You may requested deletion of your personal information by us, and we will use commercially reasonable efforts to honor your request, but please note that we may be required to keep such information and not delete it (or to keep this information for a certain time, in which case we will comply with your deletion request only after we have fulfilled such requirements). When we delete any information, it will be deleted from the active database, but may remain in our archives. We may also retain your information for fraud prevention or similar purposes.
(c) De-Linking SNS. If you decide at any time that you no longer wish to have your SNS account (e.g., Facebook) linked to your Account, contact us at firstname.lastname@example.com. You may also manage the sharing of certain personal information with us when you connect with us through an SNS, such as through Facebook Connect. Please refer to the privacy settings of the SNS to determine how you may adjust our permissions and manage the interactivity between the Services and your social media account or mobile device.
(d) Applications. You can stop all collection of information by the Application(s) by uninstalling the Application(s). You may use the standard uninstall processes as may be available as part of your mobile device or via the mobile application marketplace or network.
8. Security of Your Personal information. Company is committed to protecting the security of your personal information. We use a variety of industry-standard security technologies and procedures to help protect your personal information from unauthorized access, use, or disclosure. We also require you to enter a password to access your Account information. Please do not disclose your Account password to unauthorized people. No method of transmission over the Internet, or method of electronic storage, is 100% secure, however. Therefore, while Company uses reasonable efforts to protect your personal information, Company cannot guarantee its absolute security.
9. Changes to This Privacy Policy. This Privacy Policy is subject to occasional revision, and if we make any material changes in the way we use your personal information, we will notify you by sending you an e-mail to the last e-mail address you provided to us and/or by prominently posting notice of the changes on our Site. Any changes to this Privacy Policy will be effective upon the earlier of thirty (30) calendar days following our dispatch of an e-mail notice to you or thirty (30) calendar days following our posting of notice of the changes on our Site. These changes will be effective immediately for new users of our Service. Please note that at all times you are responsible for updating your personal information to provide us with your most current e-mail address. In the event that the last e-mail address that you have provided us is not valid, or for any reason is not capable of delivering to you the notice described above, our dispatch of the e-mail containing such notice will nonetheless constitute effective notice of the changes described in the notice. If you do not wish to permit changes in our use of your personal information, you must notify us prior to the effective date of the changes that you wish to deactivate your Account with us. Continued use of our Site or Service, following notice of such changes shall indicate your acknowledgment of such changes.


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Illinois Ethernet Fiber Service Providers from Illinois Business Ethernet Internet
Research Williamson Business Ethernet Internet Instantly Online!
To obtain a Business Ethernet Internet Quote for your business in Williamson County, give us a call at (888) 765-8301 or use our online quote Illinois Metro Ethernet, Fast Ethernet and Gigabit Ethernet price tool (on the left) to get an initial estimate on Ethernet over Fiber and Ethernet over Copper in Williamson. Once we receive your information we'll give you a call to discuss your individual Ethernet Bandwidth request.
Why use businessethernetinternet.com for your Online Williamson Ethernet Network Research?
- Our Williamson Business Ethernet Internet tool does the shopping for you.
- We give an unbiased opinion on Ethernet Services in Williamson County.
- Choose from over forty telecom service providers
- Get real-time pricing
- Use our quoting tool anytime you like
Business Ethernet Internet Williamson County
Other types of telecommunications services that may be available in your area are Williamson County Ethernet over Copper Broadband, Ethernet over Fiber Internet, Ethernet over Coax, Ethernet Private Lines, Cable Internet, Bonded Cable, ADSL, SDSL, Bonded DSL and traditional DSL Bandwidth service in IL.
We may have a Business Ethernet Internet in the Williamson County Cities:
- Cambria
- Carterville
- Colp
- Creal Springs
- Energy
- Freeman Spur
- Herrin
- Hurst
- Johnston City
- Marion
- Pittsburg
Real-Time Williamson County Ethernet Provider Quote
We provide other services in Williamson County, Illinois such as:
- Williamson MPLS Service
- Williamson Phone Service
- Williamson T1 Line Service
- Williamson Ethernet Private Line Service
- Williamson Ethernet Fiber Service


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Already WEEK 8 of our Project Pan 12 and as usual, don't forget to take a look at my friends in this Project: Stashy (StashMatters), Jodi (ABrashAttitude) and Chanelle (Chanelle Hayley). This week featured product is Josie Maran Argan Oil Hair Serum. When you think about Merida from the Disney movie Brave, Hagrid in Harry Potter's saga or even Beetlejuice, the first thing that comes to mind is their huge hairdos, but after Hagrid, there's Ingrid… My hair are so curly, there is frankly nothing to do with my crazy mop head. That's why, Josie Maran's product is somewhat never utilized (my bad..)!
The claims:
An anti-frizz treatment that creates exceptional shine.
What it does:
It's the shine of the times! Argan Oil Hair Serum delivers instant shine and long-lasting rejuvenation. Argan Oil naturally penetrates the hair to help moisturize each layer of the hair strand for long-term hair repair so your hair actually looks and feels healthier, silkier, and extraordinarily shiny. Subtly scented with geranium and bergamot fruit oils, the ultralight, never-greasy, alcohol-free formula helps to seal split ends and deliver intense moisture to each layer of the hair strand. All hair types will instantly look and feel healthier, silkier, and shinier.
At Sephora: $15Cnd (0.5oz), $39Cnd (20z) or $62.50Cnd (4oz)
♥ Makes my hair soft,
♥ Doesn't look greasy since it penetrates surprisingly quick (or maybe it's because I have very dry hair),
♥ Josie Maran's products are cruelty-free,
♥ My hair looks healthier.
♥ Doesn't produce the shininess that is claimed by the brand,
♥ Pricey (but to be fare you just need a little bit),
♥ Does nothing for my curly, frizzy hairstyle!! (possibly not the product but again my crazy hair, that is untameable).
In Summary:
Truly, there is probably nothing wrong with this product but unfortunately, my untameable hairdo is this product's Waterloo (from the expression: meet your Waterloo meaning to encounter your ultimate obstacle, in reference to Napoleon's defeat at Waterlon in 1815)!! Who knew that this blog would bring you such incredible historical knowledge!?! Maybe another reason for my mixed emotions on this product is the Bumble and Bumble Hairdresser's Invisible Oil, that I prefer. What can I say, I love hair products that smell nice and the Josie Maran Argan Oil Hair Serum doesn't smell that good.
Will I repurchase: No! It's just an OK product for me; I don't hate it but I don't love it either.
Project Recap…
This week, I hit a wall in my Project… All my product were left untouched since I have spent 90% of my time in bed, afflicted with the flu! It was so unbearable that even BeardMan left for the countryside (seriously, I told him to leave since I was coughing all night, and I wanted him to get some rest for his work). So, let's say that my skin had a week off since I barely used any makeup (just a minimal makeup to be presentable at work). I need a flu shot ASAP this year – it's my 3rd or 4th major flu in 2016!!!
❥ Don't forget to go have a look at week 5 of Stashy (StashMatters), Jodi (ABrashAttitude) and Chanelle (Chanelle Hayley)
Have a beautiful week my beauties!
Let's connect on Bloglovin' │ Twitter │ Instagram │ Pinterest
DISCLAIMER: This is not sponsored. Although some items may have been sent as pr, I am under no obligation to review them. Most items I discuss are purchased by me. All opinions expressed are my own and not edited by any companies mentioned.


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Italian Jesuit magazine sharply criticizes political attitudes of some US Catholics
An Italian Jesuit magazine has sharply criticized the political attitudes of some in the U.S. Catholic church, decrying a "strange form of surprising ecumenism" that it says is promoting societal conflict in pursuit of a dream of a future theocratic state
The article in La Civiltà Cattolica, which is reviewed by the Vatican before publication, says some Catholic conservatives in the U.S. have built ties with fundamentalist Evangelicals for political purposes that evince "enormous differences" with Pope Francis.
The authors -- editor-in-chief Jesuit Fr. Antonio Spadaro and Marcelo Figueroa, an Argentine Presbyterian pastor who leads his country's edition of Vatican newspaper L'Osservatore Romano -- call such Catholics "integralists" and say they "express themselves in ways that until recently were unknown in their tradition."
"Evangelical and Catholic integralists condemn traditional ecumenism and yet promote an ecumenism of conflict that unites them in the nostalgic dream of a theocratic type of state," write Spadaro and Figueroa.
"The most dangerous prospect for this strange ecumenism is attributable to its xenophobic and Islamophobic vision that wants walls and purifying deportations," they continue, nodding towards President Donald Trump's campaign promises. "The word 'ecumenism' transforms into a paradox, into an 'ecumenism of hate.'"
"Clearly there is an enormous difference between these concepts and the ecumenism employed by Pope Francis with various Christian bodies and other religious confessions," the authors continue. "His is an ecumenism that moves under the urge of inclusion, peace, encounter and bridges."
Spadaro and Figueroa write in the July 15 issue of the Jesuit magazine, which is being made available online Thursday. While their article is being published in Italian, the magazine is also making available an English translation. The article carries the title: "Evangelical Fundamentalism and Catholic Integralism: A surprising ecumenism."
Spadaro is known to be a close associate of Francis. The two had a wide-ranging interview shortly after Francis' election, which was published in Jesuit magazines around the world.
Figueroa is likewise known to be close to the pope. The two previously took part in a TV program together for the Buenos Aires archdiocese, where Francis had previously served as archbishop, with Rabbi Abraham Skorka.
Thursday's article appears to be an unusually sharp critique of Catholics in a specific country by a Vatican-backed publication. Before decrying the alliance between fundamentalist Evangelicals and conservative Catholics in the U.S., Spadaro and Figueroa also criticize what they call a "political Manichaeism" and "a particular form of proclamation of the defense of 'religious liberty'" in the country.
On the first point, the authors say that like the third century Manicheans, who saw the world as a dualistic fight between forces of light and darkness, U.S. politics "divides reality between absolute Good and absolute Evil."
As evidence, they point to both former President George W. Bush's description of Iran, Iraq and North Korea as an "axis of evil" and Trump's describing U.S. adversaries as "bad" or "very bad."
On the religious liberty front, Spadaro and Figueroa say that while the erosion of religious liberty is "clearly a grave threat" that "we must avoid its defense coming in the fundamentalist terms of a 'religion in total freedom,' perceived as a direct virtual challenge to the secularity of the state."
The authors conclude their article by drawing more comparisons between conservative U.S. Catholics' vision for public engagement and the pope's own vision.
"Today, more than ever, power needs to be removed from its faded confessional dress, from its armor, its rusty breastplate," state Spadaro and Figueroa.
"This is why the diplomacy of the Holy See wants to establish direct and fluid relations with the superpowers, without entering into pre-constituted networks of alliances and influence," they continue.
"In this sphere, the pope does not want to say who is right or who is wrong for he knows that at the root of conflicts there is always a fight for power," they say. "So, there is no need to imagine a taking of sides for moral reasons, much worse for spiritual ones."
This article was originally published by NCR and appears here with permission
[Joshua J. McElwee is NCR Vatican correspondent. His email address is firstname.lastname@example.com. Follow him on Twitter: @joshjmac.]


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The growing focus on data manipulation, better quality control and the need for faster business transactions have fuelled the growth of the automobile industry. The development of new products and partnerships by leading companies are likely to stimulate the growth of the blockchain in the untapped markets for the long term.
Blockchain in Automobile Industry
Blockchain technology has gained momentum in the automobile industry, and in the following sections, we will discuss some of the latest developments in the blockchain for autonomous vehicles. Blockchain technology is a fundamental technology that has opened a world of innovative opportunities for the automotive industry.
OEMs could use blockchain technology as a platform to improve their global vehicle cybersecurity, validate material bills, secure micropayments, improve identity management and improve data validation. Blockchain technology offers vital stakeholders in the buying and selling process an efficient payment system. With tailor-made solutions for the automotive industry through blockchain technology, the future looks bright. Blockchain technology can take advantage of the intelligent contract architecture that would improve the payment process.
Porsche is credited with being the first company in the industry to test the implementation of the blockchain in their systems. Porsche has tested how the blockchain technology can be used to lock and unlock a car. In addition, every time someone locks or unlocks a car, the data is recorded in the blockchain and no one can modify or modify it, making it easy to track who has used a vehicle at any given time.
There are endless possibilities, some of which have already been conceptualized – incentives to drive more environmentally friendly, car insurance and car financing, blockchain – based titles, remote – lock chains and unlock vehicles – the list goes on and on. With the blockchain proving to be the future of security, and with cars becoming essentially IoT devices, merging them together seems only natural.
Blockchain developers have experimented with off-network data storage solutions to optimize the number of data transmitted by block chains to improve scalability. By leveraging blockchain technology, drivers can contact remote users of the blockchain ecosystem for updates, nearby suppliers for remote availability, price negotiations. By leveraging Blockchain, users can instantly secure payments for media content and other services they want to have due to their reliability and transparency in transactions. IOT and Blockchain solutions can offer endless possibilities, ranging from safer and environmentally friendly driving behavior, improved and more affordable automobile insurance, to remotely lock and unlock vehicles and much more.
Although blockchain remains the backbone of Bitcoin, distributed ledger technology has proven to be useful as a standalone and secure solution for data structures. The use of blockchain technology to solve the challenges of data security connected to automobile is not only an option but also a necessity. For example, one block chain may contain bills for vehicle components, another blockchain may contain quality control records created during the production process, and another may contain information about the WIP for each vehicle assembly from beginning to end.


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For all three of my gratitude cards I used the Acorny Thank You stamp set and added the Vintage Leaves stamp set to two of them. For the first card, I stamped a bunch of acorns in Smoky Slate ink and added some tops stamped in Real Red, Pumpkin Pie and Crushed Curry Inks to create an acorn wreath:
- Stamps: Acorny Thank You
- Inks: Smoky Slate, Real Red, Pumpkin Pie, Crushed Curry, Soft Suede
- Cardstock: Smoky Slate, Basic Gray, Whisper White
- Accessories: Rhinestone Jewels
- Tools: 1" Circle Punch, Acorn Builder Punch, Stampin' Dimensionals
- Stamps: Acorny Thank You, Vintage Leaves
- Inks: Pear Pizzazz, Pumpkin Pie, Crumb Cake
- Cardstock: Pumpkin Pie, Whisper White
- Accessories: Brights Sequin Assortment
- Tools: Cable Knit Embossing Folder
- Stamps: Acorny Thank You, Vintage Leaves, Me=Grateful
- Inks: Sahara Sand, Early Espresso
- Cardstock: Pear Pizzazz, Whisper White, Gold Foil Sheets
- Tools: Acorn Builder Punch, Stampin' Dimensionals
Now I will send you over to Cindy's blog. She always has some pretty awesome projects. Make sure you take to whole tour of blogs. I can't wait to see what everyone has come up with!