motivational analysis of organizations

dysfunctional although related to the achievement motive. For example, Varga (1977)
showed that hope of success versus fear of failure (approach versus avoidance) was the
most important intervening variable in explaining who benefited from achievementmotivation
training programs as measured by an increase in entrepreneurial activity.
People who were high in achievement motivation but also had a high component of fear
of failure failed to start new businesses, in contrast to those who had a high component
of hope of success. The concept of approach versus avoidance also is applicable to
components of other motivators.
The six motives of achievement, affiliation, influence, control, extension, and
dependence have been used in studying the behavior of people in organizations, and no
further important managerial motives have been identified. Table 1 summarizes the
approach and avoidance dimensions of each of the six motives. The behavior of a
manager or employee thus can be analyzed not only in terms of the six primary motives
but also from the perspective of (positive) approach or (negative) avoidance, reflected
by hope or fear.
Table 1. Approach and Avoidance Dimensions of Six Motives
Motives Approach (Hope of) Avoidance (Fear of)
Achievement Success Failure
Affiliation Inclusion Exclusion
Extension Relevance Irrelevance
Influence Impact Impotence
Control Order Chaos
Dependence Growth Loneliness
An employee’s effectiveness may result from the existence or lack of a particular
motivator or from the extent of the approach or avoidance dimension of a particular
motivator. The motive, however strong it may be, may be made ineffective by a high
degree of fear, i.e., high avoidance behavior. Thus, a high score for a motive on the
MAO-B instrument must be assessed in relation to the number of avoidance items in the
total score. High avoidance clearly can reduce an individual’s effectiveness.
THE INSTRUMENT
The Motivational Analysis of Organizations—Behavior (MAO-B) instrument was
developed to study manager or employee behavior in an organization. The MAO-B
contains sixty items, five for each dimension (approach and avoidance) of each of the
six previously discussed motives.
Scoring
The total score for each dimension (approach and avoidance) of the six motives can
range from 5 to 20. The respondent’s operating effectiveness quotient (OEQ) for each of
The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer ❚❘ 103