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

Name: Managing Motivation A Manager's Guide to Diagnosing and Improving Motivation
Price: 45.84 USD
Availability: InStock
ISBN: 9781841697895

ISBN-10: 1841697893

ISBN-13: 9781841697895

Edition: 2008

Authors: Elissa Ashwood, Robert Pritchard

List price: $41.95

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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 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…

Book details

List price: $41.95
Copyright year: 2008
Publisher: Routledge
Publication date: 5/12/2008
Binding: Paperback
Pages: 190
Size: 6.06" wide x 8.86" long x 0.39" tall
Weight: 0.594
Language: English

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…



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