Keys to motivating tomorrow's workforce

By Gary P. Latham, Chris Ernst. 2006

160 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/99c9d6dd59f86f50424c383307217ec9abbd2d32

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. B. Shuck
2. Amanda Shantz
3. Gary P. Latham
4. Edwin A. Locke
5. Tonette S. Rocco
6. Thomas G. Reio Jr.
7. Alexander D. Stajkovic
8. Carlos A. Albornoz

In Social Psychology

1. Gary P. Latham
2. Edwin A. Locke
3. Amanda Shantz
4. Alexander D. Stajkovic
5. B. Shuck
6. Tonette S. Rocco
7. Carlos A. Albornoz
8. Chin-Shan Lu

In Strategy and Management

1. Tonette S. Rocco
2. Gary P. Latham
3. B. Shuck
4. Amanda Shantz
5. Edwin A. Locke

Citations in the corpus

• Organizational motivation, employee job satisfaction and organizational performance (2018, background): “These motivation theories have been discussed extensively in prior literature (Latham and Ernst, 2006; Sekhar et al., 2013).”
• The Relevance and Viability of Subconscious Goals in the Workplace (2010, background): “As Latham and Ernst (2006) commented, the day may come when we scientists are among those adversely affected by our own research.”
• Employee engagement: an examination of antecedent and outcome variables (2011, result): “consistent with Latham and Ernst’s (2006) motivation model that suggested an employee’s perceived ability to make a contribution to their work increases motivation to work harder.”
• An exploratory field experiment of the effect of subconscious and conscious goals on employee performance (2009, background): “As Latham and Ernst (2006) argued, knowledge of the effectiveness of primed goals may, for example, tempt deans and department chairs to arrive late to university meetings so as to enable faculty members to stare at a seemingly blank screen or wall where subliminally presented images urge people to…”
• Exploring Employee Engagement from the Employee Perspective: Implications for HRD. (2011, background): “Herzberg’s (1959) two-factor theory proposed that autonomy in being, recognition of self and work, and meaningful understandings were factors that increased an employee’s intrinsic willingness to engage in work (Herzberg, 1959, 1968; Latham and Ernst, 2006).”