Organizational Behavior and Human Performance 

TL;DR: In this paper, a model is proposed that specifies the conditions under which individuals will become internally motivated to perform effectively on their jobs, focusing on the interaction among three classes of variables: (a) the psychological states of employees that must be present for internally motivated work behavior to develop; (b) the characteristics of jobs that can create these psychological states; and (c) the attributes of individuals that determine how positively a person will respond to a complex and challenging job.

TL;DR: The authors found that the degree of latitude that a superior granted to a member to negotiate his role was predictive of subsequent behavior on the part of both superior and member, and that superiors typically employed both leadership and supervision techniques within their units.

TL;DR: In this paper, the authors summarized and integrated research concerned with a long-neglected topic in psychology: the relationship between conscious goals and intentions and task performance, and concluded that any adequate theory of task motivation must take account of the individual's conscious intentions and intentions.

TL;DR: Two process tracing techniques, explicit information search and verbal protocols, were used to examine the information processing strategies subjects use in reaching a decision, demonstrating that the informationprocessing leading to choice will vary as a function of task complexity.

TL;DR: Using Rand's theory of emotions as a starting point, the concepts of satisfaction, dissatisfaction, value, emotion, and appraisal, and their interrelationships are discussed, and the present theory of job satisfaction is contrasted with previous theories.