“Who Are Your Motivated Workers?”Harvard Business Review, Jan.-Feb. 1964; “Conditions for Manager Motivation,”ibid., Jan.-Feb. 1966; “Breakthrough in On-the-job Training,”ibid., July-August 1966.
2.
McGregorDouglas, The Human Side of Enterprise (New York: McGraw-Hill Book Company, Inc., 1960).
3.
MaslowA. H., Motivation and Personality (New York: Harper & Brothers, 1954).
4.
Maintenance and motivation needs are defined on page 86 of “Who Are Your Motivated Workers?”Harvard Business Review, Jan.-Feb. 1964.
5.
Furthermore, work (even uninteresting menial tasks) serves several other roles, such as removing role ambiguity, offering socializing opportunity, increasing solidarity through shared ritual, winning approval of authority figures, providing escape mechanisms for sublimating and channeling energy and thwarted intellectual capability, avoiding unpleasant home environments, and the prevention of guilt and anxiety feelings evoked by idleness in an achieving society. However, most of these roles tend to increase dependency and discourage self-actualization.
6.
GlasserWilliam, Reality Therapy (New York: Harper and Row, 1965).
