Abstract
Summary Reviews of work motivation have been unanimous in their dissatisfaction with the existing conceptions. These have argued that such findings do not represent the real situation in present work organizations. Such critique stresses that existing notions of motivation are sufficient, but that they need to be re‐conceptualized or re‐ordered. Moreover, they do not feel that such a failure to predict present outcomes requires a new theory, only new clothes for old bodies. This article firstly presents a few caveats of the existing motivation theories before moving on to outline Shamir's (1990) revolutionary self‐concept based theory of work motivation.
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