Work and motivation, Volume 7
Why do people choose the careers they do? What factors cause people to be satisfied with their work? No single work did more to make concepts like motive, goal incentive, and attitude part of the workplace vocabulary. This landmark work, originally published in 1964, integrates the work of hundreds of researchers in individual workplace behavior to explain choice of work, job satisfaction, and job performance. Includes an extensive new introduction that highlights and updates his model for current organization behavior educators and students, as well as professionals who must extract the highest levels of productivity from today's downsized workforces.
30 pages matching indicate in this book
Results 1-3 of 30
What people are saying - Write a review
We haven't found any reviews in the usual places.
Introduction and Historical Perspective
The Motivational Bases of Work
7 other sections not shown
ability activity affective orientations amount assumed assumption Atkinson attainment attitudes behavior cent cerning changes chapter choice process chosen occupation co-workers cognitive cognitive dissonance cohesiveness concept concerning consequences consideration correlation cupational decision determinants effective performance effort employees equity theory evidence expected experimental extent factors findings Fleishman formance function greater group members hedonism high level highly human relations movement hypothesis increase indicate influence interaction investigations job performance job satisfaction knowledge of results large number law of effect leadership level of performance measures ment methods motiva need for achievement negative obtained occupational choice occupational preferences operational definitions person positively valent predicted probability problem productivity promotion Psychol psychologists ratings received relationship relative reported responses rewards role satisfied scores similar situation social social facilitation social psychology strength subjects subordinates supervisors task theory tion tive turnover tween valence of outcomes values vocational Vroom wages workers