000			03439nam a2200337Ia 4500
001			1437
008			230305s2010 xx 000 0 und d
020			_a9781560006343
043			_aen_UK
041			_aeng
245		4	_aThe motivation to work
260			_a _bTransaction Publishers, _c2010
300			_axxiv, 157 p. ; 23 cm.
505			_aOrigins of the study _rThe pilot projects-- _rProcedure for the major study-- _rHow the interviews were analyzed-- _rThe definition of a sequence of events-- _rThe definition of Job-Attitude factors-- _rThe definition of the effects of job attitudes-- _rThe factors-- _rThe Effects-- _rIndividuals-- _rA hypothesis restated and expanded-- _rMotivation versus hygiene-- _rPerspective--
520			_aQuality work that fosters job satisfaction and health enjoys top priority in industry all over the world. This was not always so. Until recently analysis of job attitudes focused primarily on human relations problems within organizations. While American industry was trying to solve the unsolvable problem of avoiding interpersonal dissatisfaction, problems with the potential for solution, such as training and quality production, were ignored. When first published, 'The Motivation to Work' challenged the received wisdom by showing that worker fulfillment came from achievement and growth within the job itself. In his new introduction, Herzberg examines thirty years of motivational research in job-related areas. Based on workers' accounts of real events that have made them feel good or bad on the job, the findings of Herzberg and his colleagues have stimulated research and controversy that continue to the present day. The authors surprisingly found that while a poor work environment generated discontent, improved conditions seldom brought about improved attitudes. Instead, satisfaction came most often from factors intrinsic to work: achievements, job recognition, and work that was challenging, interesting, and responsible. The evidence marshaled by this volume called into question many previous assumptions about job satisfaction and worker motivation. Feelings about intrinsic and extrinsic factors could not be validly averaged on a single scale of measurement. Motivation and performance are not merely dependent upon environmental needs and external rewards. Frederick Herzberg and his staff based their motivation-hygiene theory on a variety of human needs and applied it to a strategy of job enrichment that has widely influenced motivation and job design strategies. 'Motivation to Work' is a landmark volume that is of enduring interest to sociologists, psychologists, labor studies specialists, and organization analysts.
590			_bOriginally published: New York : Wiley, 1959. ; Includes bibliographical references (p. 151-154) and index.
630			_aHF COMMERCE _914
650			_aJob satisfaction _97599
650			_aWork _97600
650			_a _912
700			_aBloch Snyderman, Barbara _eAuthor _97601
700			_aHerzberg, Frederick _eAuthor _97602
700			_aMausner, Bernard _eAuthor _97603
856			_uhttps://books.google.es/books?id=KYhB-B6kfSMC&printsec=frontcover&dq=the+motivation+to+work+herzberg&hl=ca&sa=X&ved=0ahUKEwik5MnksLbKAhXEMz4KHTaBAjcQ6AEIHDAA#v=onepage&q=the%20motivation%20to%20work%20herzberg&f=false
902			_a703
905			_am
912			_a2010-01-01
942			_a1
953			_d2016-01-19 18:33:39
999			_c1449 _d1449