How, and to what extent, do people become involved in an organization and committed to its goals? If an organization is to survive and to function effectively, it must require not one, but several different types of behavior from most of its members, and the motivations for these different types of behavior may also differ. How does a business organization attract the kind of people it needs? How does it hold them? How does it induce both reliable performance and spontaneous innovation an the part of its members? This paper proposes an analytic framework for understanding the complexities of motivational problems in an organization.
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