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motivational analysis of organizations

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USE OF THE MAO-B INSTRUMENT<br />

The MAO-B can be used for self-<strong>analysis</strong>, for individual counseling, and for<br />

organizational and human resource training and development. A respondent can<br />

examine his or her scores and then plan to reduce the avoidance behavior <strong>of</strong> a motive for<br />

which he or she received a low OEQ score by examining the related items on the<br />

instrument and inferring the behavioral implications. In counseling work, both the<br />

counselor and the client can complete the instrument from the client’s perspective; then<br />

the counselor can help the client to plan new behavior.<br />

In an HRD or OD training program, the participants can look at their pr<strong>of</strong>iles,<br />

request feedback from other participants, and then discuss in trios ways <strong>of</strong> increasing<br />

their effectiveness by reducing their avoidance behaviors for the relevant motives. The<br />

instrument also can be used in organization development and consulting work to obtain<br />

group pr<strong>of</strong>iles, to search for organizational factors to explain the pr<strong>of</strong>iles, to develop<br />

organizational strategies to improve the pr<strong>of</strong>iles, and to develop individual strategies to<br />

increase employees’ operating effectiveness for the various motives.<br />

REFERENCES<br />

Atkinson, J.W. (1953). The achievement motive and recall <strong>of</strong> interrupted and complete tasks. Journal <strong>of</strong><br />

Experimental Psychology, 46, 381-390.<br />

Birney, R.C., & Burdick, H. (1969). Fear <strong>of</strong> failure. New York: Van Nostrand Reinhold.<br />

Heckhausen, H. (1967). The anatomy <strong>of</strong> achievement motivation. New York: Academic Press.<br />

Kotter, J.P. (1979). Power, dependence, and effective management. In Harvard Business Reviews on human<br />

relations. New York: Harper & Row.<br />

Kram, K.E. (1985). Creating conditions that encourage mentoring. In L.D. Goodstein & J.W. Pfeiffer (Eds.), The<br />

1985 annual: Developing human resources. San Diego, CA: Pfeiffer & Company.<br />

Levenson, H. (1972, August). Distinctions within the concept <strong>of</strong> internal-external control: Development <strong>of</strong> a new<br />

scale. Paper presented at the meeting <strong>of</strong> the American Psychological Association, Honolulu, Hawaii.<br />

Levenson, H. (1973, August). Reliability and validity <strong>of</strong> the I, P, and C scales: A multi-dimensional view <strong>of</strong> locus<br />

<strong>of</strong> control. Paper presented at the American Psychological Association convention, Montreal, Canada.<br />

Levinson, H. (1982). Executive (rev. ed.). Cambridge, MA: Harvard University Press.<br />

Litwin, G.H., & Stringer, R.A. (1968). Motivation and organizational climate. Boston: Harvard Business School.<br />

McClelland, D.C. (1961). The achieving society. New York: Van Nostrand Reinhold.<br />

McClelland, D.C. (1975). Power: The inner experience. New York: Irvington.<br />

McClelland, D.C., Atkinson, J.W., Clark, R.A., & Lowell, E.L. (1953). The achievement motive. New York:<br />

Appleton-Century-Cr<strong>of</strong>ts.<br />

McClelland, D.C., & Boyatzis, R.E. (1982). Leadership motive pattern and long-term success in management.<br />

Journal <strong>of</strong> Applied Psychology, 67(6), 737-743.<br />

McClelland, D.C., & Burnham, D. (1976). Power is the great motivator. Harvard Business Review, 54(2), 100-111.<br />

McClelland, D.C., & Winter, D.G. (1971). Motivating economic achievement. New York: Free Press.<br />

108 ❘❚<br />

The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer

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