Motivation Management: Fueling Performace by Discovering What People Believe About Themselves and Their Organizations

By Thad Green

Based on management principles and backed by extensive experience, this book clearly demonstrates the link between motivation and performance - people are at their best when they have confidence in... This description may be from another edition of this product.

• Format: Hardcover
• Language: English
• ISBN: 0891061436
• ISBN13: 9780891061434
• Release Date: April 2000
• Publisher: UNKNO
• Length: 256 Pages
• Weight: 1.35 lbs.
• Dimensions: 9.4" x 0.9" x 6.3"

Customer Reviews

Motivation Management: The Missing Element

For many years, I've been observing managers in the companies I've worked for and consulted with. The good managers are extremely rare. For me and everyone I know, Dilbert strikes a chord. I've also read many books on leadership and management. Some of these -- such as Drucker's, "The Effective Executive," Buckingham and Coffman's "First Break all the Rules," and "Primal Leadership," of Daniel Goleman, Richard Boyatzis, and Annie McKee -- are very good indeed, but the advice in them is not always actionable and does not always lead to action. To benefit from these books, you would need to internalize some of the ideas and engage in some hard work like that suggested by Robert Quinn in his book, "Deep Change: Discovering the Leader Within." Especially, there are too many books being written by and about successful (or at least, apparently successful) leaders. We are obsessed with success and leadership. But very few of these books explain what motivates our best leaders -- or how it is that they're able to motivate their followers in a way that others can copy. What's needed, -- as some thinkers and teachers like Drucker, Blanchard and Covey have pointed out -- is a set of guiding principles that aspiring leaders can use, with acute focus, to motivate themselves and their teams. The answer, it turns out, is quite simple -- even if it's not easy to carry out -- and it's laid out in Green's book. The answer is to find out what motivates people and then apply this knowledge. Green uses the psychological model of Victor Vroom, Expectancy Theory, as the basis for his Belief System Model. This, it turns out, is extremely useful from a practical perspective. The beauty of this model is that it can be described in one paragraph and can be used by anyone to understand what they need to do improve the performance of their team. First you need to understand that the work people do follows a sequence: Effort --> Performance --> Outcomes --> Satisfaction. <br />People need to be motivated to put in effort to achieve a certain level of performance in order to obtain desired outcomes. <br /> <br />For people to be motivated they must believe that: 1) they can do the job (Confidence), 2) they will get the rewards they deserve if they perform well (Trust), and 3) they will find the outcomes satisfying (Satisfaction). This is what Green calls the Belief System Model. Further, these three dimensions, Confidence, Trust, and Satisfaction can be measured. Green uses a simple 10 point scale, and points out that it is easy to find out where people are on the scale by simply asking them, using the scale as a guide. <br /> <br />Get this book and read it! If you follow Green's advice and find out what your people need to motivate them and if you then manage with motivation in mind, you'll become a good manager. If you ask of every decision you make, "Will this the improve motivation of my team?" and if you always know what the level of confidence, trust, and sat

Highly Recommended!

Why do people work hard and try to perform well? Salary, status and security are the tangible pay-offs, but the core motivators that drive people to earn these rewards are less easily identified. Author Thad Green offers several simple but practical methods to inspire employees that go beyond the standard rhetoric perfected by other motivational authors. The upshot: Employees are not motivated by what you tell them will happen, but by what they believe will actually happen. This is a subtle point that's often lost in build-trust-through-communication manuals. Using well-organized examples, anecdotes and charts, Green tells you how to cement the connection between positive performance and predictable rewards in the minds of your employees. The section offering questions that you can ask employees to unveil the source of discontent and poor performance will be an invaluable tool for any manager. Of course, some suggestions in this hands-on treatment may seem obvious (such as asking employees what they want, so you can select the motivators that will satisfy them). But otherwise, we [...] recommend this solid book on a subject at the heart of many employer-employee relationships.