Can behavioural science help the mining industry?

"In a recent survey of Canadian work values, 89% of the men surveyed and 97% of the women surveyed described the work in a mine as ""not at all auraetive"", Work in a mine, in fact, was rated by both sexes as the least attractive of all of the types of work surveyed. Confronted with this prevailing attitude, Canada's mining industry starts out with two strikes against it in its bid to attract and hold on to its fair share of available work force.Behavioural scientists have, for decades, been seeking answers to the questions:• ""Why do people work?""• ""Why do people choose a particular occupation?""• ""Why do people choose a particular organization?""• ""Why do people leave one organization for another?""• ""Why do some people stay in an organization?""• ""Why do some people work harder than others?""Their answers to these questions, although tentative and often contradictory, are being used by more and more organizations to solve people problems. Few industries can afford to ignore them, least of all, perhaps, the mining industry.Consider the following developments:I. General Motors and the United Auto Workers turn around the car assembly plant in Tarrytown, New York in seven years from the plant with the poorest labour relations and production record to one of the best under a program referred to as ""improving the quality of work life.""2. Shell Canada and the Oil, Chemical and Atomic Workers have designed a new petro-chemical processing plant in Sarnia using a set of principles that seek to optimize both the social and the technical system."