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In modern business times, managers have found that they can be more creative in their methods of motivation and rewards. Streetwise motivating and Rewarding Employees gives strategies and ideas for these rewards.

Tabla de contenidos provista por Syndetics

• Acknowledgments(p. vii)
• Executive Summary(p. ix)
• Introduction(p. xi)
• Chapter 1 The Quest for High Motivation(p. 1)
• "Average" Motivation Is Actually Quite Low(p. 3)
• The Dark Side of Motivation(p. 6)
• Rethinking Motivation(p. 7)
• Are They Afraid of You?(p. 11)
• Moving Up the Motivation Curve(p. 12)
• Why People Think They Need New Careers(p. 13)
• The Psychology of Optimal Experiences(p. 16)
• Parting Shots(p. 18)
• What Does True Motivation Look Like?(p. 19)
• Chapter 2 Measuring and Managing Motivation(p. 23)
• But Does All This Apply to You?(p. 24)
• Let's Measure Motivation in Your Workplace(p. 27)
• JML Inventory(p. 28)
• Interpreting Job Motivation Level Scores(p. 31)
• The Importance of Measuring Motivation(p. 31)
• Should Your Employees Measure Their Own Motivation?(p. 34)
• Once You Measure Motivation, You Have to Fix It(p. 36)
• Parting Shots(p. 36)
• Job Motivation Level Inventories(p. 39)
• JML Inventory/Employee Version(p. 40)
• JML Inventory/Manager's Version(p. 43)
• Chapter 3 Checking the Mirror(p. 47)
• Is It Us or Is It Them?(p. 49)
• Them Answers vs. Us Answers(p. 49)
• Doing Formal Analysis of the "Motivation" Problem(p. 51)
• What's the View from the Employee's Side?(p. 53)
• Key Motivation-Related Issues from the Employee's Perspective(p. 54)
• "What We Have Here Is a Failure to Communicate"(p. 55)
• Evaluative Criteria: How Employees See Their Jobs(p. 56)
• Open Communication(p. 58)
• Open Communication or Secrets?(p. 59)
• Communicating Is Your Job(p. 60)
• Open Communication About What?(p. 60)
• Parting Shots(p. 63)
• Planning Tool--The Manager's Communications Plan(p. 67)
• Chapter 4 Employee Requirements and Motivation(p. 73)
• Security(p. 75)
• Commitment(p. 80)
• Fairness(p. 82)
• Respect(p. 86)
• Development Opportunities(p. 89)
• Parting Shots(p. 95)
• Assessment(p. 97)
• Chapter 5 Emotional Motivation(p. 99)
• Do You Take Responsibility for How Your Employees Feel?(p. 102)
• A (Very) Difficult Case(p. 103)
• When Nothing Seems to Work(p. 106)
• Which Path Are They On?(p. 107)
• What Emotional State Should Motivation Be Based Upon?(p. 107)
• Taking the "How Are You?" Question Seriously(p. 113)
• Fixing the Emotional Frame(p. 114)
• Stimulating Positive Emotions(p. 116)
• Parting Shots(p. 120)
• Chapter 6 Overcoming Challenges to Emotional Motivation(p. 121)
• Focus on Strengths, Plus(p. 124)
• You're Up Against Some Tough Opposition(p. 125)
• How to Keep Up the Momentum(p. 127)
• Let's Explore This Control Issue a Little More(p. 130)
• The Difference Between Giving Control and Giving Up Control(p. 131)
• How Do You Handle Pessimism and Depression?(p. 134)
• Parting Shots(p. 137)
• Chapter 7 Motivating with Positive and Negative Feedback(p. 141)
• "How Am I Doing?"(p. 142)
• How Do Rewards and Incentives Fit into One-Minute Management?(p. 144)
• Is Negative Feedback Off Limits?(p. 144)
• When the New Employee Messes Up for the First Time(p. 145)
• Is Negative Feedback Destructive to Your Relationship?(p. 147)
• Getting Negative and Positive Feedback Sorted Out(p. 150)
• The Mystery of the Motivated Salespeople(p. 151)
• Why Clear Feedback Is More Powerful Than Money(p. 153)
• Raising Task Clarity to Boost Motivation(p. 153)
• But Do They Know How to Use the Feedback?(p. 159)
• Inquisitiveness Makes Feedback More Useful(p. 161)
• Respectful Feedback(p. 161)
• But What If I Don't Respect Them?(p. 163)
• You Didn't Know There Were Other Forms of Feedback?(p. 164)
• Parting Shots(p. 165)
• Chapter 8 Motivating with Informative Feedback(p. 169)
• What Next?(p. 170)
• Extrinsic Versus Intrinsic Motivation(p. 172)
• A Boy and His Dog(p. 174)
• Intrinsic Motivation and the Motivation Path(p. 176)
• What's Wrong with the Traditional Approach to Motivation?(p. 178)
• How Do You Break the Control Habit?(p. 179)
• Why They Invented Scoreboards(p. 181)
• Mastering Informative Feedback(p. 182)
• Tapping into Intrinsic Motivation with "It" Statements(p. 183)
• Asking the Player the Score(p. 184)
• Understanding Rewards and Incentives(p. 186)
• Rewarding Length of Service(p. 197)
• Parting Shots(p. 199)
• Chapter 9 Using Your Interpersonal Intelligence(p. 203)
• The Concept of Interpersonal Intelligence(p. 205)
• Why You Need an Exceptional Level of Interpersonal Intelligence(p. 206)
• Are You Attacking Them or Motivating Them?(p. 209)
• Replacing "You" with "I"(p. 210)
• "I" and "We" Messages(p. 214)
• Are You an Abusive Boss?(p. 216)
• Recognizing and Working on Your Problem Behaviors(p. 220)
• Checking for Common Forms of Verbal Abuse(p. 221)
• How to Defuse Your Own Anger at Employees(p. 226)
• Parting Shots(p. 230)
• Chapter 10 Task Definition, Goal Setting, and Motivation(p. 233)
• Resolving the Performance Dilemma(p. 235)
• Are You Making the Fundamental Attribution Error?(p. 236)
• The Culprit May Be Job or Task Structure(p. 238)
• Task Planner(p. 249)
• Quantifying Performance Goals (Please Do!)(p. 254)
• The Difference Between Motivation and Manipulation(p. 254)
• Setting Realistic Expectations for Change(p. 257)
• Parting Shots(p. 260)
• Chapter 11 Motivating with Commitment-Based Leadership(p. 261)
• Commitment-Based Leadership(p. 263)
• What Is Commitment?(p. 266)
• Full Performance Commitment(p. 271)
• How Do You Use the C-Lead Styles?(p. 272)
• Parting Shots(p. 287)
• Appendix A Planning, Creativity, and Motivation(p. 289)
• When Planning Destroys Motivation(p. 290)
• Avoid "Microplanning"(p. 291)
• Creativity and Motivation(p. 293)
• Who Said People Lose Their Creativity?(p. 294)
• Appendix B Is It True?(p. 299)
• My Findings from Company Surveys(p. 301)
• Surcon International's Results(p. 304)
• Glossary(p. 311)
• Index(p. 316)
• About the Author(p. 319)

Notas de autor provistas por Syndetics

Alex Hiam, a trainer and consultant, developed the Commitment-Based Leadership course, the Creativity by Design course, and other popular management trainings. He has served in management roles in Fortune 100 organizations, and has run his own firm for more than a decade. Educated at Harvard and U.C. Berkeley (MBA) his recent clients include Kellogg's, Coca-Cola, and General Motors. Hiam has also authored Marketing for Dummies, The Vest-Pocket CEO, and The Portable MBA.