A seminal work in the field of motivation by the leading author on the topic, this classic has been fully revised and updated to include and distill the most current research from top international scholars. Drawing upon his experiences as a staff psychologist and consultant, Gary P. Latham writes in a mentor voice that is highly personal and rich in examples, providing a unique behavioral science framework for motivating employees in organizational settings. The book offers a chronological review of the field, and a taxonomy for the study and practice of motivation, complete with anecdotes about the major thought leaders in the field of motivation and behind-the-scenes research accounts. Highlights of this updated edition include new findings in goal-setting research, including insight into the dark side of goal-setting; more on the self in motivation, including self-regulated learning, self-evaluation methods, and the significance of self-efficacy as a predictor of performance and satisfaction; and more trending in the area of positive psychology and prosocial behavior in organizations.

1975–2000: The Employee Is Immersed in Thought

1975–2000: The employee is immersed in thought


By the final quarter of the 20th century, dust bowl empiricism—the emphasis on collecting data under the adage “if it works, use it”—was dead. In their Annual Review of Psychology chapter on attitudes and motivation, Miner and Dachler (1973) were able to restrict their focus to theory and theory-oriented research. While one theory of motivation that had appeared in the previous quarter continued to thrive in terms of theoretical and practical significance, interest in other theories waned as two others took their place. In his Annual Review of Psychology chapter, Mitchell (1979, p. 252) reported that Maslow's theory, Alderfer's ERG model, and Herzberg's theory of job enrichment “have simply been absent from ...

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