By Kenneth W Thomas
In latest corporations, worker engagement is vital--more is being required of staff than ever ahead of. during this new version of his vintage e-book, Kenneth Thomas attracts at the most recent study findings to spot the major to worker engagement: intrinsic motivation. in simple terms intrinsic rewards--rewards that come at once from the paintings itself--encourage the profound dedication and experience of possession wanted for a very engaged and leading edge crew. Thomas identifies 4 intrinsic rewards, explains precisely how and why they construct engagement, and offers a diagnostic framework to guage which desire boosting and the way to spice up them. the second one version has been revised and up to date all through, with an improved part on how leaders can establish their very own intrinsic rewards and new instruments, tips, and practices for encouraging intrinsic motivation in others.
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Extra info for Intrinsic Motivation at Work: What Really Drives Employee Engagement
Let me spell out this distinction because it is important. Much decision making is activity centered rather than purpose centered. In activity-centered decision making, we decide to perform behaviors with the hope that they will accomplish a purpose. The purpose is in the background as a desire, intention, or aim. We perform the activities and see what happens. If those activities don’t achieve the purpose, we are disappointed, but that is sometimes the nature of life, and we move on to another task.
Many leaders who were used to commandand-control, then, have felt like they were losing control when their organization shifted to worker self-management. In reality, 38 SELF-M ANAGEMENT IN THE PUR SUIT OF PURPOSE the shift represents a change of form for managerial control, rather than a loss of it. More of the nuts-and-bolts decision making is taken on by workers, but you, as a leader, stay informed on issues of performance competence and progress. Under worker self-management, you keep inﬂuencing workers, although the form of that inﬂuence also shifts.
The answer goes back to the early twentieth century when the industrial era was blooming. It was then that so-called scientiﬁc approaches to management began to develop, largely to meet the demands of the new phenomenon of mass production. The environment of the early twentieth century was considerably more stable and predictable than today’s. That is, its uncertainties were more manageable for organizations. 2 Let’s start with centralized, hierarchical control. Because uncertainties were relatively manageable, managers could take on the responsibility for handling them.