SELECTION AND MOTIVATION.

The article focuses on the task of personnel administration. The article notes that personnel administration does not contribute all it might to cutting better patterns of human behavior on the job. A specific shortcoming lies in the neglected use of motivation as a basis for selection. The authors consider why this possibility remains largely unexploited, discuss the research finding that indicate its promise, and suggest a procedure to select for motives. The key to the use of motivation in selection lies in recognizing what patterns of behavior are instrumental to successful performance of the job and in finding persons predisposed by their needs or motives to behave that way. Since motives mingle with several factors in affecting performance, selecting for motives alone makes about as much sense as selecting for abilities alone. Any selection practices that seek to identify and match motivational predispositions and task requirements had better be accompanied by well designed ability-sensitive selection practices and management practices that nurture desired motivation and behavior.