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Intrinsic Motivation at Work

Book Description

What motivates people to do their best work in any endeavor they undertake? Management theory and practice has traditionally focused on elements that Kenneth Thomas calls 'extrinsic motivators': pay, benefits, status, bonuses, commissions, pension plans, expense budgets, and the like. While these are powerful motivators, particularly in command/control job situations where workers have little or no say in how the job is managed, by themselves they are no longer enough. In today's organizations, where managers expect workers and teams to self-manage their work, intrinsic rewards are essential. This breakthrough book provides the first comprehensive treatment of intrinsic motivation in the workplace-the psychological rewards workers get directly from the work itself-offering clear advice on how companies can harness its tremendous power to develop a more committed, self-managing workforce. Written in an engaging, accessible style and grounded in solid academic research, the book provides a diagnostic framework for addressing problems of intrinsic motivation and essential ways to build it.

Table of Contents

  1. COVER PAGE
  2. TITLE PAGE
  3. COPYRIGHT PAGE
  4. PREFACE
  5. ACKNOWLEDGMENTS
  6. PART ONE: WHAT ENGAGEMENT LOOKS LIKE TODAY
    1. A MANAGEMENT TALE…
    2. 1: HOW WORK HAS CHANGED
      1. How Work Used to Be: The Compliance Era
      2. The Last Three Decades
      3. Employee Engagement
      4. Intrinsic and Extrinsic Rewards
    3. 2: THE REDISCOVERY OF PURPOSE
      1. What is Work, Anyway?
      2. Two Important Facts About Purposes
      3. How Purpose Got Removed from Work
      4. Why Purpose is Back at Work
      5. The Human Need for Purpose
      6. Purpose-Centered Leadership
      7. Not All Purposes are Equally Engaging
      8. Shared Purposes Transform Relationships
      9. Purpose-Driven Management: The New West Institute
    4. 3: SELF-MANAGEMENT IN THE PURSUIT OF PURPOSE
      1. What’s Involved in Self-Management?
      2. Committing to a Meaningful Purpose
      3. Choosing Activities to Accomplish the Purpose
      4. Monitoring for Competence
      5. Monitoring for Progress
      6. Feedback and Learning
      7. Work Engagement
      8. What Happens to Managerial Control?
      9. Worker Development
  7. PART TWO: THE INTRINSIC REWARDS THAT DRIVE ENGAGEMENT
    1. A MANAGEMENT TALE, CONTINUED
    2. 4: FOUR INTRINSIC REWARDS: MEANINGFULNESS, CHOICE, COMPETENCE, AND PROGRESS
      1. The Four Intrinsic Rewards
      2. Sense of Meaningfulness
      3. Sense of Choice
      4. Sense of Competence
      5. Sense of Progress
    3. 5: HOW THE INTRINSIC REWARDS WORK-AND THEIR EFFECTS
      1. Rational-Economic Thinking and Its Limitations
      2. How the Intrinsic Rewards Reinforce Engagement: The Energy Cycle
      3. A Healthy, Sustainable Form of Motivation
      4. THE WORK ENGAGEMENT PROFILE
      5. FOREST’S FINDINGS ABOUT THE FOUR INTRINSIC REWARDS
      6. Outcomes of the Intrinsic Rewards
      7. Evidence from a Developing Country: India
    4. 6: A DIAGNOSTIC FRAMEWORK FOR REWARDS
      1. Why Do You Need a Diagnostic Framework?
      2. Step 1: Gauging the Strengths of the Intrinsic Rewards
      3. Step 2: Addressing the Building Blocks for a Reward
      4. It Takes More Than Job Design
      5. Building Blocks are Codetermined
  8. PART THREE: MANAGING YOUR OWN ENGAGEMENT
    1. A MANAGEMENT TALE, CONTINUED
    2. 7: TUNING INTO YOUR OWN INTRINSIC REWARDS
      1. How to Use This Part of the Book
      2. Why Your Own Intrinsic Rewards are Important
      3. Charting Your Intrinsic Rewards
      4. Interpreting Your Answers
      5. General Recommendations
    3. 8: BUILDING YOUR SENSE OF MEANINGFULNESS
      1. Creating a Noncynical Climate for Yourself
      2. Clarifying Your Own Passions
      3. Crafting Your Own Vision
      4. Making Your Tasks More Relevant
      5. Negotiating for Whole Tasks
    4. 9: BUILDING YOUR SENSE OF CHOICE
      1. Negotiating for the Authority You Need
      2. Earning Trust
      3. Not Yielding to Fear
      4. Clarifying Your Purpose (and Seizing Opportunities)
      5. Getting the Information You Need
    5. 10: BUILDING YOUR SENSE OF COMPETENCE
      1. Getting the Knowledge You Need
      2. Getting the Feedback You Need (and Listening)
      3. Recognizing Your Own Skill
      4. Managing Challenge in Your Own Work
      5. Setting High, Noncomparative Standards for Yourself
    6. 11: BUILDING YOUR SENSE OF PROGRESS
      1. Building Collaborative Relationships
      2. Developing Your Own Milestones
      3. Taking Time to Celebrate
      4. Making Contact with Customers
      5. Measuring Improvements (and Tracking Intrinsic Motivation)
  9. PART FOUR: LEADING FOR ENGAGEMENT
    1. A MANAGEMENT TALE, CONCLUDED
    2. 12: GENERAL TIPS ON LEADING FOR ENGAGEMENT
      1. Focus on the Steps of Self-Management
      2. Play a Positive Role
      3. Listen and Enable
      4. Provide Credible Evidence of Meaningfulness, Choice, Competence, and Progress
      5. Explain Your Leadership Philosophy
      6. Engage the “Motivational Middle”
      7. De-emphasize Money as a Motivator
    3. 13: FIRST IMPRESSIONS AND PRIORITIES
      1. First Impressions of the Intrinsic Reward Levels
      2. Interpreting Your Ratings
      3. Setting Priorities
    4. 14: LEADING FOR MEANINGFULNESS
      1. Building a Noncynical Climate
      2. Clearly Identifying Passions
      3. Providing an Exciting Vision
      4. Ensuring Relevant Task Purposes
      5. Providing Whole Tasks
    5. 15: LEADING FOR CHOICE
      1. Delegated Authority
      2. Demonstrating Trust
      3. Providing Security (and Allowing Honest Mistakes)
      4. Providing a Clear Purpose
      5. Providing Information
    6. 16: LEADING FOR COMPETENCE
      1. Providing Knowledge
      2. Providing Appreciative Feedback
      3. Recognizing Skill
      4. Managing Challenge
      5. Fostering High, Noncomparative Standards
    7. 17: LEADING FOR PROGRESS
      1. Building a Collaborative Climate
      2. Tracking Milestones
      3. Celebrating Progress
      4. Providing Access to Customers
      5. Measuring Improvements (and Reducing Cycle Time)
    8. 18: ENJOYING THE RIDE
      1. Summary
      2. A Final Word
  10. RESOURCE A: TWO EARLIER MODELS OF INTRINSIC MOTIVATION
  11. RESOURCE B: PUTTING MONEY IN PERSPECTIVE
    1. Taking a Job and Remaining
    2. Performing Well
    3. Treating Pay as an Equity Issue
  12. NOTES
    1. Chapter 1
    2. Chapter 2
    3. Chapter 3
    4. Chapter 4
    5. Chapter 5
    6. Chapter 6
    7. Chapter 7
    8. Chapter 8
    9. Chapter 9
    10. Chapter 10
    11. Chapter 11
    12. Chapter 12
    13. Chapter 13
    14. Chapter 14
    15. Chapter 15
    16. Chapter 16
    17. Chapter 17
    18. Resource A
    19. Resource B
  13. INDEX
  14. ABOUT THE AUTHOR
  15. ABOUT BERRETT-KOEHLER PUBLISHERS
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