The history of the work environment and efforts to humanize it are related. Motivations for humanizing are discussed: worker welfare and the belief that worker satisfaction improves worker productivity. Efforts to increase humanization, such as legislation and efforts by labor unions, are also discussed. (CT)

Academics scored higher on the artistic type and significantly lower on the enterprising type. Academics are motivated by the opportunity for scientific contribution, for autonomy, and for the high status attained in their jobs. Professionals in industry are highly motivated by the opportunity for exercising power. (Author)

Offices using more overtime were less productive and were growing in staff size. Overtime was negatively related to satisfaction with job and pay, thus neither productive nor motivational. Implications for a general policy of overtime use on a productivity rather than a need basis are discussed. (Author)

Discusses changes in organizational design and staffing necessitated by word processing systems. Also presents results of an attitudinal survey of word processor operators, traditional secretaries, and administrative support persons. (JOW)

Examines major theories in the study of motivation and their relevance to outdoor education staff. Explains the motivation construct and its components--drive, persistence, and effort. Discusses wages as a motivator in terms of employee expectations and perceptions of fairness, and the relative importance of extrinsic and intrinsic motivators for…

Reports results of a survey of library assistants in 32 university libraries in the United Kingdom that gathered information about their views, opinions, and attitudes toward their work. Dissatisfaction with promotional opportunities, pay, and challenge provided by the work is noted; and suggestions for improving motivation are offered. (54…

A job diagnostic survey was administered to professional and technical contingent and permanent employees of a major U.S. telecommunications company. Contingent workers had higher motivation potential scores, scored significantly higher in task identity and feedback from the job, and scored higher in combined need strength than did permanent…

The word "teamwork" has become a favorite of corporate leaders; however, many employees view "teamwork" as a word devoid of meaning. Part of the problem is that "teamwork" has an entirely different meaning to people at various levels in an organization, and this prevents individuals and different departments within a company from moving forward…

Productivity sharing plans were studied to determine how they operate, what benefits result, and whether long-term increases in productivity can be realized through the program. Thirty-six firms were interviewed that had productivity sharing plans. Nine firms that had either rejected adoption of a productivity sharing plan or were still…

This partially annotated bibliography of several hundred items includes material published since 1965. Entries are listed alphabetically by author. The following subject headings were used in the literature search for this bibliography: communication in management, communication in personnel management, reports to employees, attitude surveys,…

In order to test predictions derived from an expectancy theory model developed by E. E. Lawler, measures of higher-order need satisfaction, locus of control, and intrinsic motivation were obtained from 252 female assembly line workers. Implications of the results for placement of individuals in enriched jobs are discussed. (Editor/RK)

Studied the effect of satisfaction with transmittal of information on general job satisfaction in a survey of 822 police officers. Results indicated the association between job satisfaction and communication satisfaction was not as strong as hypothesized. Communication with immediate supervisor was rated as most important. (Author/JAC)

The experienced meaningfulness of jobs is the single most important contributor to a sense of competence for employees in both cultures. Because sense of competence has been highly correlated to job performance and the quality of work life, this finding has practical implications for organizations. (Author)

Individuals strongly motivated toward self-goals (achievement, power, independence) rather than other-directed goals (affiliation) apparently perceive their leader to be less active, particularly with regard to instrumental supervisory behavior. (Author)