Managing Motivation: A Manager's Guide to Diagnosing and Improving MotivationThis 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. |
Other editions - View all
Managing Motivation: A Manager's Guide to Diagnosing and Improving Motivation Robert D. Pritchard,Elissa Ashwood No preview available - 2008 |
Managing Motivation: A Manager's Guide to Diagnosing and Improving Motivation Robert D. Pritchard,Elissa Ashwood No preview available - 2008 |
Common terms and phrases
accurate achievement action-to action-to-results connections actions allocate energy amount Ann’s anticipated need satisfaction anticipated satisfaction assess believe billable hours boss chapter clients cold calls components consistency continuous improvement customers Dave decreases determinants Diagnosis Roadmap different evaluators different outcomes discussed dissatisfaction evaluation connections evaluation system evaluation-to-outcome connections example expected fair feedback system feel Figure financial incentives focus formal getting goal goal-based system graph graphic group-based high levels important results improve motivation incentive system increase individual issue Jessica level of evaluation major results measurement and evaluation motivation model motivation problem nail gun negative organization outcome-to-need satisfaction connection output overall perceived performance appraisals person positive outcomes produce promotion recognition relationship results connections results-to results-to-evaluation connections reward system Role conflict salary salespeople scuba dive someone strategies subordinates Table tasks things tied to evaluations units of effort