HBR Guide to Motivating People (HBR Guide Series)
eBook - ePub

HBR Guide to Motivating People (HBR Guide Series)

  1. 224 pages
  2. English
  3. ePUB (mobile friendly)
  4. Available on iOS & Android
eBook - ePub

HBR Guide to Motivating People (HBR Guide Series)

About this book

A guide to motivating and engaging your employees that provides tips and advice from a variety of management experts.

  • Provides practical tips on how to actively engage and motivate your employees on a regular basis.
  • Includes research about engagement in companies to spur readers into action.
  • Helps managers see the warning signs of burnout, disengagement, and when employees are about to leave, so they can retain their best workers.
  • Includes perspectives on the topic from a variety of recognizable experts, authors, and researchers.

Audience: Leaders and managers.

Announced first printing: 20,000
Laydown goal: 6,000

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Index

absenteeism, 2
accountability, 137–138
acquiescence bias, 23
Aguinis, Herman, 183
Ahearne, Michael, 59–70
altruism, 147–151
Amabile, Teresa, 79–103
ambiguity, in survey questions, 24–25
ambition, 107–108
American Institute of Stress, 218
Anderson, Diana Newton, 142
Apple, 89–90
Aristotle project, 161
Association of Accounting Technicians, 205–206, 219
Assurance, 193–194
Augustin, Sally, 233–239
autonomy, 5
burnout and, 191
citizenship behaviors and, 126
decision making and, 43
innovation and, 244
in meaningful work, 108–109
promoting, 48–49
psychological need for, 48–49
in supporting progress, 92–95
trust and, 108–109
workplace design and, 238
availability bias, 12
Awakening Compassion at Work (Dutton), 206
Awbery Management Centre, 180
Awethu Project, 207
Azagba, Sunday, 218
badge systems, 158–159
Bapat, Vivek, 145–154
Baumgartner, Natalie, 6, 71–75
behavioral norms, 96–97
beliefs, self-limiting, 164
belonging, 5
beneficiaries, interaction with, 114–116
benefits, 36
engagement and, 3
most desirable, 37–39, 235–236
Berg, Justin, 146
Berlin, Johann, 236
Beyond Performance Management (Hope and Player), 41
biases
acquiescence, 23
in assignments of B players, 163–164
availability, 12
false-consensus, 72–73
against flexible work schedules, 225–231
social desirability, 22–23
Birdi, Kamal, 222
Blair-Loy, Mary, 228
blame, 219
Bolam, J. Paul, 117
Bolino, Mark C., 125–129
bonuses, 39–40. See also reward systems
brainstorm kits, 242–243
Bray, Duane, 241–245
brownout, 122
Buckingham, Marcus, 42–43
Buell, Ryan, 114
burnout
brownout and, 122
case study on avoiding, 193–194
demands/resources and, 178–184
effects of, 186
focusing on what matters and, 186–187
grunt work and, 209–213
in highly engaged employees, 175–184
loneliness and, ...

Table of contents

  1. Cover
  2. Series Page
  3. Title Page
  4. HBR Press Quantity Sales Discounts
  5. Copyright
  6. What You’ll Learn
  7. Contents
  8. Introduction: Why Motivation Is a Manager’s Job
  9. Section One: Assess Engagement on Your Team
  10. Section Two: Understand Common Motivators
  11. Section Three: Make Work More Meaningful
  12. Section Four: Encourage Growth and Development
  13. Section Five: Prevent Burnout on Your Team
  14. Section Six: Create a Culture of Engagement
  15. Index