John The most telling part of your queston is what you classify as 'attitudes'; the other side of what you refer to is 'motivationS'. 'Behaviour-based safety programme' has become a kind of generic brand name which may address the challenges you refer to or totally fail to do so - it depends on how well you evaluate what is going on, how well you train participants and the overall leadership. In this respect, it is no different to 'ergonomics', which can vary from a powerful way of improving productivity, safety and wellbeing to a distracting and wasteful nuisance. If you want a guide by a safety professional, books by a couple of Fellows of the IOSH - Dom Cooper, and Tim Marsh - are useful. E Scott Geller, D Petersen and T McSween are all good guides as well. The key issue is one of 'leadership'. If you want a really insightful guide that can achieve what (you say) you want to achieve through a 'Behaviour-based safety programme', probably the best investment is in 'The New Psychology of Leadership', S A Haslam, S D Reicher and M J Platow, Psychology Press, 2011

I've recalled a simple but incisive way of enabling you to decide for yourself about developing BBS. Useful BBS systems rely on valid ways of classifying observable behaviour of all concerned, i.e. workers and leaders. Instead of starting with an abstraction that's too complex to classify validly, you can draw up a list of behavioural expressions of emotions (e.g. anger, fear, anxiety, enthusiasm, hope, enjoyment, sadness) which can be used to record instances of each, on a reliable basis. Choose two different work groups to observe for at least 10 minutes morning and afternoon, for a week. Show them your analysis of the data you have gathered and listen to what they say. Then decide your next action.