"In 1950, I received my PhD in psychology. I was offered a fellowship to attend the Graduate School of Public Health at the. My major was to be in industrial mental health under the direction of an industrial psychiatrist from McGill University in Canada by the name of Graham Taylor. Unfortunately, I soon discovered that the concepts of industrial mental health were really a restatement of the concepts of that I had previously studied in clinical and abnormal psychology. Reflecting this disappointment, I entitled my Public Health Practice thesis Mental Health Is Not the Opposite of Mental Illness. After receiving my master’s degree in public health, I took a job as research director for Psychological Services of Pittsburgh. A local industrialist came to see me after a nasty labor relations disturbance and asked me plaintively, ‘What do people want from their jobs?’ I answered him in typical academic fashion, ‘Sir, I don’t know but if you give me enough money I will find out.’. I followed up on my School of Public Health thesis by designing a study to test the hypothesis that job satisfaction and job dissatisfaction were separate concepts. The result was the book, The Motivation to Work, which led to a fundamentally different approach to the study of people’s affective states."

“True motivation comes from achievement, personal development, job satisfaction, and recognition.”

“The results of this study are presented under three general headings. The first, and most extensive, section consists of data relating to the factors that lead to positive and negative attitudes toward the job. It will be recalled that the major question this study set out to investigate was whether different kinds of factors were responsible for bringing about job satisfaction and job dissatisfaction.”

“A sample limited to one profession would have yielded results of doubtful generality. To develop findings independent of the peculiar circumstances of the engineer, we needed to study a comparable group. Accountants were chosen because their jobs, like those of engineers,· are rich in technique. This richness makes it likely that the accountant, like the engineer, would have much to tell us. However, the groups are vastly different in the nature of their training, their present degree of professionalization, the kind of work they do, and, presumably, the kind of people attracted into them. Last, by covering accountants and engineers, we examined the job attitudes of two of the most important staff groups in modern industry”

“Idleness, indifference and irresponsibility are healthy responses to absurd work... If you want people motivated to do a good job, give them a good job to do.”

“Dissatisfiers led to dissatisfaction because of the need to avoid pain for situations that caused discomfort; satisfiers led to job satisfaction because of a need for growth or self-actualization.”

“It's the job of the manager not to light the fire of motivation, but to create an environment to let each person's personal spark of motivation blaze.”