Book Summary Preview : How to Motivate People

The Big Idea

How does a manager gain the positive commitment of the workforce? What measures are necessary to motivate employees and make them effective members of the organization?

Andrew Sargent explains the issues, the theories expounded by behavioral scientists, the barriers to motivation, the crucial influence of the personnel expert and, through description of actual case studies, the role of supervisors. He offers positive, practical and informative guidance to achieving harmonization and motivating the team.

Why You Need This Book

In this “edutaining” organizational fable, you'll get realistic scenarios and solutions, showing how individuals and organizations should address communication issues that cost organizations millions or even billions of dollars in wasted effort every year.

This book will help everyone at all levels within an organization deal with the moose around the office.

Why You Need This Book

This book focuses on constructive analysis of the challenge of motivation and practical help in making it happen. Its straightforward, common-sense style spells out a clear message for managers in today's demanding business environment.

What the Behavioral Scientists Say

Motivation is about what makes people tick, what makes people act or behave in particular ways. On a basic level, people are motivated towards a desired outcome, such as congratulations from their manager for a job well done, or are motivated to avoid an undesired outcome, such as a rollicking from the boss for work being late.

One of Abraham Maslow's great contributions was his Hierarchy of Needs, which sees people as having a set of needs which they are motivated to satisfy.

Maslow suggested that needs only motivate people when they are unsatisfied. When applied to his hierarchy, lower-order needs (basic physical needs, comfort, safety and security) have to be satisfied before higher-order needs (self-esteem and personal growth) assert themselves.

Various researchers have followed up on Maslow's ideas as they apply in the workplace. Fred Herzberg's two-factor theory looks at the main factors which result in either satisfying or dissatisfying experiences at work. The assumption is that if the individual is satisfied in their work, that this will mean good performance or, at the very least, a willingness to stay on the job.

The link between motivation and performance would seem to be an obvious one. If individuals are highly motivated, they will perform better. In turn, better performance may well lead to a sense of achievement and result in greater motivation.

Turning people on starts with you. Every interaction you have with your employees may have an influence on their motivation. The loyalty and commitment of the team is a function of the commitment you have for it and the determination you have to find out what motivates it.

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