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Managing Motivation A Manager's Guide to Diagnosing and Improving Motivation

ISBN-10: 1841697893
ISBN-13: 9781841697895
Edition: 2008
List price: $38.95
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Description: 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  More...

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Book details

List price: $38.95
Copyright year: 2008
Publisher: Routledge
Publication date: 5/12/2008
Binding: Paperback
Pages: 190
Size: 5.75" wide x 8.50" long x 0.25" tall
Weight: 0.836
Language: English

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.

Dr. Susan O'Hara is an associate professor in the Department of Teacher Education at Sacramento State University. Her research focuses on using technology as a tool to positively impact the science, math and academic language skills of all students. Dr. O'Hara has co-authored articles for numerous journals, including the Journal of Adolescent and Adult Literacy, and has co-authored a book titled NETS Grades 6-8 Multidisciplinary Resource Units, published by the International Society for Technology in Education (ISTE). Dr. Robert Pritchard is Professor of Education and Chair of the Department of Teacher Education at California State University, Sacramento. He has been a teacher educator for twenty years, working extensively with teachers in both pre-service and in-service settings. A past President of the California Reading Association, Dr. Pritchard is also active in professional organizations such as the International Reading Association. Dr. Pritchard served as a classroom teacher for thirteen years. His professional experiences and academic preparation have made him a popular speaker at school, district and county level staff development sessions for teachers and administrators.

Preface
Understanding Motivation
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 Don't 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?
Motivation Is Understandable
Motivation Is a Process
Motivation Is a Fundamental Issue, Not a Fad
Motivation Is a Long-Term Issue
Motivation Is Logical
Motivation Is Manageable
Motivation Is Also Work Strategy
Motivation Is a Collaboration
With High Motivation, Everybody Wins
Using This Book
One-Minute Assessment
Symptoms of Low Motivation
Scoring
Key Points
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
Understanding Motivation
The Five Components of Motivation
Actions
Results
Evaluations
Outcomes
Need Satisfaction
Maximizing Motivation
Key Points
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
Diagnosing and Improving Motivation
An Extended Case Study
Planning a Motivation Improvement Project
Plan the Project
Unit Size
Diagnose the Group, Individuals, or Both?
Current Level of Motivation
Value of the Diagnosis
Set Timeline Expectations
Investigate the Strength of Each Connection and Possible Causes
Gathering Data
Introducing the Project to a Group or Individual
Identify Appropriate Solutions
Decide Which Problem and Solution to Tackle and Measure Results
Key Points
Extended Case: Part 2
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
Diagnosing Results-to-Evaluation 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
Diagnosing Evaluation-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
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
Improving Motivation
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
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
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
Drawing Connection Graphs
References and Bibliography
Scholarly Works on Motivation
Designing Feedback Systems
Index

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