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Work motivation: history, theory, research, and practice

Author: Latham, Gary P. Series: Foundations for organizational science Publisher: Sage, 2007.Language: EnglishDescription: 337 p. ; 23 cm.ISBN: 076192017XType of document: BookBibliography/Index: Includes bibliographical references and index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print HD6958 .M63 L38 2007
(Browse shelf)
001260571
Available 001260571
Book Middle East Campus
Main Collection
Print HD6958 .M63 L38 2007
(Browse shelf)
500006779
Available 500006779
Total holds: 0

Includes bibliographical references and index

Digitized

Work Motivation History, Theory, Research, and Practice Contents Introduction to the Series David Whetten Editor's Comments Benjamin Schneider Preface and Acknowledgments: Person-Environment Fit Introduction: Thirteen Critical Incidents in the Life of a Scientist/Practitioner ix xi xiii xxiii Part I: The 20th Century: Understanding the Past Chapter 1: 1900-1925: Biology, Behavior, and Money Introduction Biology Behavior Money Concluding Comments Chapter 2: 1925-1950: Dust Bowl Empiricism Introduction Attitude Surveys Laboratory Experiments Field Experiments Hawthorne Studies World War II Concluding Comments Chapter 3: 1950-1975: The Emergence of Theory Introduction Job Satisfaction and Job Performance Motivation Theory Need Hierarchy Theory Theory X and Theory Y Theory-Driven Empirical Research Job Characteristics 1 3 3 6 9 11 12 13 13 15 16 17 18 21 24 27 27 28 29 30 32 33 36 Equity Theory Expectancy Theory Behavior Modification Goal-Setting Theory Concluding Comments Chapter 4: 1975-2000: The Employee Is Immersed in Thought Introduction Goal-Setting Theory Goal Limitations Social Cognitive Theory Self-Regulation Job Characteristics Revisited A Comprehensive Framework: The High-Performance Cycle Demands Influence Performance Mediators Moderators Performance Leads to Rewards That Affect Satisfaction Satisfaction Leads to Organizational Commitment Principles of Organizational Justice Concluding'Comments Chapter 5: 20th-Century Controversies Money Intrinsic vs. Extrinsic Motivation Performance and Satisfaction Participative Decision Making Seismic Events: Summary and Overview of the 20th Century From a Scientist's Viewpoint From a Practitioner's Viewpoint 42 44 48 52 56 59 59 60 63 70 76 79 80 80 85 86 92 93 95 98 99 99 102 105 108 116 116 121 Part II: The 21st Century: Examining the Present: 2000-2005 Chapter 6: Needs: The Starting Point of Motivation Introduction Need Hierarchy Theory Socioanalytic Theory Concluding Comments Chapter 7: Personality Traits: Distal Predictors of Motivation Introduction Five Factor Model (FFM) Self-Regulatory/Self-Monitoring Personality Core Self-Evaluations 125 127 127 128 130 131 133 133 135 137 139 Goal Orientation Self-Determination Theory Concluding Comments Chapter 8: Values: Trans-Situational Goals Introduction Context Societal Culture Job Characteristics Person-Environment Fit Concluding Comments Chapter 9: Cognition: Goals, Feedback, and Self-Regulation Introduction Goal-Setting Theory Conscious Goals Contextual Conditions Implementation Intentions and Subconscious Goals Feedback Self-Regulation Chapter 10: Social Cognitive Theory Self-Efficacy Outcome Expectancies Moral Disengagement Pygmalion Effect Action Theory Concluding Comments Chapter 11: Affect/Emotion: The Employee Has Feelings Too Introduction Emotions and Moods Principles of Organizational Justice The Psychological Contract Concluding Comments 141 142 145 149 149 150 151 157 161 172 175 175 176 177 180 190 198 203 207 207 210 212 214 217 219 221 221 222 229 233 237 Part III: Future Directions and Potential Misdirections Chapter 12: Boundaryless Psychology Introduction Social Psychology Clinical Psychology Life-Span Research Evolutionary Psychology Neuroscience 241 243 243 244 244 248 249 251 Time Computer Models Teams Levels of Analysis Integration 253 255 256 257 258 Part IV: Epilogue Chapter 13: The Art of Practice References Index About the Author 263 265 281 321 337

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