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Summary: Four Intrinsic Rewards of Self-Management
Review: "As I have written this book, I have tried to balance a number of goals". Kenneth W. Thomas writes, "The first is to give you a solid conceptual framework for understanding intrinsic motivation and why it is vital to the new work. The problem is that most of us have already learned to think about motivation in rational-economic ways, so that kind of thinking seems solid to us, and other ways of thinking often seem 'soft'. I have tried to give intrinsic motivation that same kind of solidity by laying a firm conceptual foundation in Parts I and II of this book. Part I establishes the need for new models. It discusses the revolution in work, why extrinsic rewards are no longer enough, and the limitations of rational-economic thinking...Then Part II examines the essence of the new work in more detail, emphasizing how purpose has been reintroduced into that work. It discusses how workers are now being asked to self-manage in pursuit of purposes, and then lays out the key steps involved in self-management. Part III, the heart of the book, discusses the four intrinsic rewards that come from -and energize- those self-management steps: a sense of meaningfulness, choice, competence, and progress" (from the Preface).In this context, in Part III, he provides a diagnostic framework for intrinsic motivation. As the first step of this framework, in Chapter 6, he introduces (1) a complete map of the intrinsic rewards needed to reinforce self-management, and (2) a set of building blocks that are needed to produce each intrinsic reward. Hence, as the second step, in Chapters 7-10, he discusses each intrinsic reward in more detailed, along with actions to provide the building blocks. (1). The Four Intrinsic Rewards i. A sense of 'Meaningfulness' is the opportunity you feel to pursue a worthy task purpose (more detailed discussion see Chapter 7). ii. A sense of 'Choice' is the opportunity you feel to select task activities that make sense to you and to perform them in ways that seem appropriate (more detailed discussion see Chapter 8). iii. A sence of 'Competence' is the accomplishment you feel in skillfully performing task activities you have choosen (more detailed discussion see Chapter 9). iv. A sense of 'Progress' is the accomplishment you feel in achieving the task purpose (more detailed discussion see Chapter 10). (2). Building Blocks for the Intrinsic Rewards i. Meaningfulness: a non-cynical climate, clearly identified passions, an exciting vision, relevant task purposes, and whole tasks (more detailed discussion see Chapter 7). ii. Choice: delegated authority, trust in workers, security (no punishment for honest mistakes), a clear purpose, and information (more detailed discussion see Chapter 8). iii. Competence: knowledge, positive feedback, skill recognition, challenge, and high, non-comparative standards (more detailed discussion see Chapter 9). iv. Progress: a collaborative climate, milestones, celebrations, access to customers, and measurement of improvement (more detailed discussion see Chapter 10). Finally, he argues that "To understand intrinsic motivation, it's important to see the limitations of the rational-economic model that dominated motivational thinking in the compliance era. At its heart, intrinsic motivation is not about rational calculation-it is about passion and the positive feelings that people get from their work. These feelings reinforce or energize workers' self-management efforts and also provide the fulfillment that is needed to keep today's workers on the job. Building intrinsic motivation, then, is about finding ways to enable and amplify those feelings" (p.107). Strongly recommended.
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Summary: This book rings true
Review: "Intrinsic Motivation at Work" is a must read for anyone responsible for managing people. This small book is in reality a giant guide book to help move us from just hanging the carrot out there for employees to chase, to giving them both a bit in their teeth and a hand on the reins.
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Summary: A win win management book.
Review: "Intrinsic Motovation at Work" is a must read for anyone responsible for managing people. This small book is in reality a giant guide book to help move us from just hanging a carrot out there for employees to chase, to giving them both a bit in their teeth and a hand on the reins.
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Summary: Want to really know what makes people tick?
Review: As a consultant, I often have to help my clients understand why their people aren't doing what management would like them to do. This new book is going to be a valuable resource to me and to my clients. Motivation is not about throwing more money at employees, or about giving them more meaningless trinkets and T-shirts. If you want to really understand employee motivation, read this book! It's terrific!
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Summary: Want to really know what makes people tick?
Review: As a consultant, I often have to help my clients understand why their people aren't doing what management would like them to do. This new book is going to be a valuable resource to me and to my clients. Motivation is not about throwing more money at employees, or about giving them more meaningless trinkets and T-shirts. If you want to really understand employee motivation, read this book! It's terrific!
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Summary: This is the Best there is on Motivation
Review: As a teacher of leadership, organizational theory and psychological issues at work, at the undergraduate and graduate level, I can say that Ken's approach to intrinsic motivation is simply the best material available on the subject. The depth and clarity of his presentation is remarkable. Whenever I present his model to a class or in a workshop the model Ken has developed clicks immediately with people and they are instantly engaged. His model captures what so many other authors and approaches have tried to present, but have fallen short. "Intrinsic Motivation at Work" will immediately become a required text in my courses and at the top of my most highly recommended books to anyone interested in motivation at work. His approach is well researched and documented but still immediately accessible to non-academics. This book will find broad readership because of it's usefullness to those in supervisory and leadership roles, as well as those who are simply trying to create a more motivating work environment for themselves. Please buy and read this book! There is nothing better available. This is the best there is on motivation.
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Summary: Highly Recommended!
Review: Kenneth W. Thomas presents a model for using intrinsic motivation in the workplace to assure a more committed, self-managed workforce. He advocates leading for meaningfulness, choice, competence, and progress. He emphasizes the need to use this approach to give employees the greater independence and decision-making authority they need as bureaucratic management models break down. While many of these themes are presented in other books on leadership, motivation, training and worker empowerment, Thomas pulls them together in a well-organized, clearly written presentation that gives readers clear directions. The succinct style of writing is easy to understand, even though it is directed toward the serious reader. We [...] recommend this book to executives, managers, trainers and management consultants, as well as to employees, who will find helpful ideas for exercising greater self-management.
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Summary: Great Lessons for Increasing Motivation and Effectiveness!
Review: This book deserves more than five stars. Prior to Intrinsic Motivation at Work, management books often referred to the need for intrinsic motivation or sources of thta motivation (such as an inspiring purpose or interesting work). This book takes those isolated thoughts and connects them into a systematic method of improving overall motivation by increasing internal motivation and connecting with external sources of motivation. This book will be a landmark in the field of human resource management for decades to come. The book contains many helpful elements to help you understand its message. One that I particularly liked was the management tale. In one connected example, it showed how management attention has shifted in the last 120 years from making people perform more effectively at predefined tasks (the rational approach as defined by scientific management) to creating passion and fulfillment from work, by focusing on the emotional side of a person. You get an overview of management practice and theory in very small and easy-to-digest doses. For example, one of my favorite sentences was "So the executives crafted Vision Statements that emphasized Contribution to Customers and Quality . . . but often [they] rang hollow in time -- like unkept promises." The author distills the relevant sources of intrinsic motivation into meaningfulness, choice, competence, and progress. These ideas are nicely developed in several dimensions. For example, it is explained how these affect the worker (or associate, if you prefer that term). You also find out what the leader or manager has to do to help create those factors for the worker. Then, the author also exposes how the four areas are connected in a system of postive (or potentially negative) feedback. Further, you are given five elements of each one to develop. Basically, the model calls for the meaningful purpose of the organization as the starting point. The next step is to give people a choice of actions to implement that purpose. Then activities are performed, and these are monitored for the competency shown (which may generate the need for better choices to pursue the object or to enhance the competency of those involved). After the activities are completed, you also look for progress and relate this back to the original purpose and your choices for fulfilling that purpose. The book goes on the explain how to integrate intrinsic and external sources of motivation so that they reinforce one another. There are several points to keep in mind when considering this book. First, you will get even better results if the organization picks a meaningful purpose that offers the potential for more intrinsic motivation. Some purposes have more potential to be accomplished and some are more exciting to more people. I find that most people latch onto an organizational purpose with too little consideration of the alternatives. Second, any on-going organization has a perceived purpose that attracts and retains employees now. You should find out what that is before changing it. My experience has been that you get better results by building upon that assumed purpose than by striking off in a totally new direction. Third, simplification (see Simplicity) is a related thought process that should be employed with this one. A lot of demotivation along intrinsic lines follows errors in making things too complicated and difficult. Although this book is about work, its principles apply just as well to volunteer activities. I suggest that you share the book with those you volunteer with and then discuss how to employ its lessons to fulfill your empowering purposes.
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Summary: Mind and Soul
Review: This book is a great overview on the basics of motivation and it goes deeper by probing well into the aspects of intinsic motivation. After reading it, I felt I had a much better grasp on what to expect from my employees and how to keep them excited at work.
Also recommend some best-selling books related to motivation and management that are super: "The Leader's Guide: 15 Essential Skills," and Covey's 7 Habits.
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Summary: Useful information with research-based foundation
Review: This is the first book that I have read that provides me with the information to confront the problems associated with instilling intrinsic motivation in those that I manage. It is often the problem that people show little concern for their work. The rule seems to be something like this- Do just enough to get by while exerting the least energy as possible. I like this book because the information is not a story of what a good manager has as an opinion as to what works best but it is a scholarly book in the sense that it provides information based on research that is proven. This is to date the best book that I have to reference when dealing with teams that act out of extrinsic motivation or no motivation at all. I applaud the author for this work.
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