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.
Empirical research and theory development did not take place in the 20th century without spirited debates about their scope, underlying assumptions, and the methods used to test them. As noted earlier, the Hawthorne experiments as well as Maslow's and Herzberg's theories were well publicized and well accepted by practitioners and the public yet pummeled by scientists for methodological weaknesses. The scientific community in HRM, I-O, and OB abandoned behavior modification even more quickly than they had embraced it because of the philosophy, behaviorism, on which the methodology is based. In addition, four controversies dominated research and theory throughout the 20th century, namely the importance of money as a motivator, the distinction between intrinsic and extrinsic motivators, the causal relationship between job satisfaction ...