eBook - ePub
Managing Motivation
A Manager's Guide to Diagnosing and Improving Motivation
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- 190 pages
- English
- ePUB (mobile friendly)
- Available on iOS & Android
eBook - ePub
Managing Motivation
A Manager's Guide to Diagnosing and Improving Motivation
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About This Book
This slim motivation guidebook was written to bridge the gap between the academic research on motivation and to present it in a form that is useful to the practicing manager. In essence, the book presents a theory of motivation and how to use it without ever mentioning the word "theory". The goal of the book is to give managers a kind of mental model to use in thinking about motivation and to show them how to use this mental model for practical management actions to diagnose and improve motivation of subordinates. The book is written in three sections: Understanding Motivation, Diagnosing Motivation and Improving Motivation. The book incorporates case studies and many examples of how to successfully manage motivation.
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Yes, you can access Managing Motivation by Robert Pritchard,Elissa Ashwood in PDF and/or ePUB format, as well as other popular books in Psychology & Applied Psychology. We have over one million books available in our catalogue for you to explore.
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Contents
Preface
SECTION I UNDERSTANDING MOTIVATION
Chapter 1
Motivation and Management
Basic Assumptions About People
People Have a Fundamental Need to Do a Good Job
People Want Control at Work
People Do Not Want to Be Held Accountable for Things They Cannot Control
People Want Feedback but Donât Like to Be Evaluated
People Want to Be Valued
People Do Not Want Their Time Wasted
So What Is Motivation?
Why Is Understanding Motivation So Important?
1. Motivation Is Understandable
2. Motivation Is a Process
3. Motivation Is a Fundamental Issue, Not a Fad
4. Motivation Is a Long-Term Issue
5. Motivation Is Logical
6. Motivation Is Manageable
7. Motivation Is Also Work Strategy
8. Motivation Is a Collaboration
9. With High Motivation, Everybody Wins
Using This Book
One-Minute Assessment
Symptoms of Low Motivation
Scoring
Key Points
Chapter 2
Understanding Needs and Energy
The Energy Pool
Needs
How Strong Is a Need?
Need Satisfaction and Dissatisfaction
Need Strength Versus Need Satisfaction
Actual Versus Anticipated Need Satisfaction
Using What We Know About Needs
Key Points
Chapter 3
Understanding Motivation
The Five Components of Motivation
Actions
Results
Evaluations
Outcomes
Need Satisfaction
Maximizing Motivation
Key Points
Chapter 4
Dynamics of the Motivation Model
Action-to-Results Connections
Results-to-Evaluation Connections
Evaluation-to-Outcome Connections
Outcome-to-Need Satisfaction Connections
Awareness of Components of the Model
Motivation as a Process
Key Points
SECTION 2 DIAGNOSING AND IMPROVING MOTIVATION
An Extended Case Study
Chapter 5
Planning a Motivation Improvement Project
Step 1: Plan the Project
Unit Size
Diagnose the Group, Individuals, or Both?
Current Level of Motivation
Value of the Diagnosis
Set Timeline Expectations
Step 2: Investigate the Strength of Each Connection and Possible Causes
Gathering Data
Introducing the Project to a Group or Individual
Step 3: Identify Appropriate Solutions
Step 4: Decide Which Problem and Solution to Tackle and Measure Results
Key Points
Extended Case: Part 2
Chapter 6
Diagnosing Action-to-Results Connections
Understanding Action-to-Results Connections
Determinants of Action-to-Results Connections
Capabilities
Resources
Authority
Work Strategies
Action-to-Results Diagnosis Roadmap
Extended Case: Part 3
Monday, March 11, 11 a.m. Phone Meeting
Chapter 7
Diagnosing Results-to-Ev aluation Connections
Understanding Results-to-Evaluation Connections
Which Results Are Measured and Evaluated?
Simultaneous Measurement and Evaluation
Determinants of Results-to-Evaluation Connections
Knowing What Results Are Valued
Consistency With the Broader Organization
Agreement Among Evaluators
Effective Feedback System
A Good Feedback System Needs to Address All These Issues
Results-to-Evaluation Diagnosis Roadmap
Finding Unclear Connections
Finding Frequently Changing Connections
Extended Case: Part 4
Tuesday, March 19, 9 a.m. Regional Meeting at Headquarters
Chapter 8
Diagnosing Ev aluation-to-Outcomes Connections
Understanding Evaluation-to-Outcome Connections
Examples
Determinants of Evaluation-to-Outcome Connections
Outcomes
Consistency
Evaluation-to-Outcome Connection Diagnosis Roadmap
Accuracy
Extended Case: Part 5
Friday, April 5 Conference Call
Chapter 9
Diagnosing Outcome-to-Need Satisfaction Connections
Understanding Outcome-to-Need Satisfaction Connections
Examples
Determinants of Outcome-to-Need Satisfaction Connections
Current Need State
Number of Needs an Outcome Satisfies
Fairness
Expectations and Comparisons
Outcome-to-Need Satisfaction Diagnosis Roadmap
Accuracy
Importance of Other Reward Systems
Extended Case: Part 6
Monday, April 5
SECTION 3 IMPROVING MOTIVATION
Chapter 10
Making Improvements
Action-to-Results Connection Improvements
Capability
Resources
Authority
Work Strategies
Results-to-Evaluation Connection Improvements
Knowing Valued Results
Consistency With Broader Organization
Agreement Among Evaluators
The Feedback System
Evaluation-to-Outcome Connection Improvements
Number of Outcomes
Consequences of Good and Poor Performance
Consistency Across People and Time
Outcome-to-Need Satisfaction Connection Improvements
Current Need State
Number of Needs Satisfied
Fairness of the Reward System
Expectations
Comparison
Extended Case: Conclusion
Chapter 11
Predicting the Effects of Changes
Implementing Financial Incentives
Financial Incentives and Motivation
Financial Incentives and Action-to-Results Connections
Capability
Resources
Authority and Work Strategies
Financial Incentives and the Results-to-Evaluation Connections
The Feedback System
Financial Incentives and Evaluation-to-Outcome Connections
Goal or Continuous Improvement Design?
Consistency Across People and Time
Financial Incentives and the Outcome-to-Need Satisfaction Connection
Incentives and Motivation
Some Concluding Comments
Appendix 1: Our Approach to Assessing Motivation
Overall Connections
Conclusions: Overall Connections
Determinants
Action-to-Results Determinants
Conclusions: Action-to-Results Determinants
Results-to-Evaluation Determinants
Conclusions: Results-to-Evaluation Determinants
Evaluation-to-Outcome Determinants
Conclusions: Evaluation-to-Outcome Determinants
Outcome-to-Need Satisfaction Determinants
Conclusions: Outcome-to-Need Satisfaction Determinants
Prioritized List of Recommendations
Appendix 2: Drawing Connection Graphs
References and Bibliography
Scholarly Works on Motivation
Designing Feedback Systems
Index
Preface
Before getting into the content of this book, we wanted to tell you a bit about ourselves and why we wrote it.
Bob Pritchard is Professor of Organizational Psychology and Management at the University of Central Florida. He received his bachelorâs degree from UCLA and his PhD from the University of Minnesota. He has been on the faculty of Purdue University, the University of Houston, and Texas A&M University. He has worked in the area of motivation and performance in organizations for more than 35 years and has published 7 books and more than 90 articles on the subject. His award-winning research program has developed techniques for improving motivation and organizational effectiveness that have been used by many organizations in the United States and in other countries.
Elissa Ashwood provides the practitionerâs viewpoint. She holds an MBA in finance and accounting from the University of Rochester, and has served as a vice-president of accounting, director of leadership programs, and director of training and development for three Fortune 100 companies. She has consulted with top consulting and service firms in the areas of executive effectiveness, compensation, and performance and is committed to developing organizational strategies that help people to do their best work.
The idea for this book first came about while Bob was working with the top management team of Personnel Decisions, International to develop an organizational measurement and feedback system. The CFO at the time was Peter Ramstad, and the more Bob and Pete talked about this motivation approach, the more Pete convinced Bob that this work contained some important insights that would be of practical use to managers.
Bob started the book and Elissa joined the effort to use her extensive experience in management training to help make the book more usable for managers. One of the most enjoyable parts of this collaboration was our very different backgrounds, which led to some highly positive synergy.
We also share a number of import...
Table of contents
- Cover
- Half Title
- Title Page
- Copyright Page
- Dedication
- Table of Contents