| Most conceptions of the process of
motivation begin with the assumption that behavior is, at least in part,
directed towards the attainment of goals or towards the satisfaction of needs or
motives. Accordingly, it is appropriate to begin our consideration of motivation
in the work place by examining the motives for working. Simon points out that an
organization should be able to secure the participation of a person by offering
him inducements (引诱)which contribute in some way to at least one of his goals.
The kinds of inducements offered by an organization are varied, and if they are
effective in maintaining participation they must necessarily be based on the
needs of the individuals. Maslow examines in detail what these needs are. He points out not only that there are many needs ranging from basic physiological drives such as hunger to a more abstract desire for self-realization, but also that they are arranged in a hierarchy(等级制度 )whereby the lower-order needs must to a large degree be satisfied before the higher-order ones come into play. One of the most obvious ways in which work organizations attract and retain members is through the realization, that economic factors are not the only inducement for working as indicated by Morse and Weiss. In line with the social respect and self-realization needs discussed by Maslow, factors such as association with others, self-respect gained through the work, and a high interest value of the work can serve effectively to induce people to work. |