motivation

An interview with Simon F. Cooper, president of the Ritz-Carlton Hotel Company.

There’s a time to stick to your strategy and a time to divert from it.

Herzberg's Two-Factor Theory proposes that two sets of factors influence job satisfaction: hygiene factors and motivators. Hygiene factors, like salary and working conditions, don't motivate but can cause dissatisfaction if inadequate. Motivators, like achievement, recognition, and growth, can create satisfaction and enhance motivation when present.

Transformational leadership is a theory of leadership where a leader works with teams or followers beyond their immediate self-interests to identify needed change, creating a vision to guide the change through influence, inspiration, and executing the change in tandem with committed members of a group; This change in self-interests elevates the follower's levels of maturity and ideals, as well as their concerns for the achievement.[1][2][3] It is an integral part of the Full Range Leadership Model. Transformational leadership is when leader behaviors influence followers and inspire them to perform beyond their perceived capabilities. Transformational leadership inspires people to achieve unexpected or remarkable results. It gives workers autonomy over specific jobs, as well as the authority to make decisions once they have been trained. This induces a positive change in the followers attitudes and the organization as a whole. Transformational leaders typically perform four distinct behaviors, also known as the four Is. These behaviors are inspirational motivation, idealized influence, intellectual stimulation, and individualized consideration.

In her latest book Linda Nilson puts forward an innovative but practical and tested approach to grading that can demonstrably raise academic standards, motivate students, tie their achievement of learning outcomes to their course grades, save faculty time and stress, and provide the reliable gauge of student learning that the public and employers are looking for. She argues that the grading system most commonly in use now is unwieldy, imprecise and unnecessarily complex, involving too many ratin

The Future of Performance Management: Total Motivation Through Skill-based Apprenticeships✨When it comes to performance management the problem quickly shifts...

Controversy over downsizing’s financial performance outcomes, paired with its ongoing pervasiveness in practice, motivates a meta-analysis on the downsizing-financial performance relationship and vice-versa. Using recent meta-analytic techniques developed specifically for multi-level, longitudinal data, this study assesses the size and direction of both within- and between-firm effects, while also testing for organizational, methodological, and temporal moderators. The results from 894 effect sizes in 113 sources show that between-firm financial performance shortfalls exceeding one year are more likely to influence downsizing adoption than within-firm performance decline over the same period. Both within-firm market and accounting performance suffer in the period immediately surrounding the downsizing event, while post-downsizing financial outcomes are generally negative and, at best, highly heterogenous and centered around zero. We find positive managerial perceptions toward downsizing’s financial outcomes, which supports a sociocognitive perspective of downsizing – whereby managers believe downsizing is effective, despite empirical evidence to the contrary. We critique the practical implications of the findings, arguing that downsizing is not always the necessary evil many believe it to be, and offer directions for future downsizing research.

Edward L. Deci is professor of psychology and Gowen Professor in the Social Sciences at the University of Rochester, where he is a member of the Human Motiva...

Introduction I decided to explore the concept of McGregor's X and Y theory, also known as Theory X and Theory Y, which was developed by Douglas McGregor in his 1960 book "The Human Side of Enterprise." The theory suggests that there are two fundamentally different ways in which managers view employe

By assigning people to multiple teams at once, organizations can make more-efficient use of time and brainpower and do a better job of solving complex problems and sharing knowledge across groups. But competing priorities and other conflicts can make it hard for teams with overlapping membership to stay on track. Group cohesion often suffers, and people serving on several teams concurrently may experience burnout. Through extensive research and consulting, the authors have identified several ways that both team and organizational leaders can reduce the costs of multiteaming and better capitalize on its advantages. Team leaders should launch the team well to establish trust and familiarity, map every member’s skills, carefully manage time across teams, and boost motivation by emphasizing opportunities to learn. Organizational leaders should focus on mapping and analyzing patterns of team overlap, promoting knowledge flows among teams, and buffering teams against shocks. All this represents a significant investment of time and effort. But organizations pay a much higher price when they neglect the costs of multiteaming in hot pursuit of its benefits.

Siemens's new remote work policy is a master class in emotional intelligence.

These frameworks started out as internal tools we would use on client projects at Aim For Behavior, that would help us save time and create better outcomes for the customers and the companies we were working with. We are always adding more frameworks or iterating the current ones based on the feedback.

Most companies are managing the wrong things when it comes to accountability. For people to hold themselves accountable, give them the proper tools and metrics to engage in and learn from their work.

Two events: I'm excited to join Laura Tacho to chat about friction, dissonance, and waste in product development (Tuesday, Feb 13, 8:30 AM PST, 5:30 PM CET) I'm doing a mid-week, Europe time-zone friendly iteration of my Scoping & Shaping Workshop (Thursday, Mar 21st, 7–9 AM PDT, 2–4 PM GMT)

Nobody likes a praise sandwich. So why do leaders keep giving it? Instead, organizations should make on-the-job learning on motivating skills a part of every day.

This post is excerpted from the DevOps Enterprise Forum paper “Measuring Value: Navigating Uncertainty to Build the Right Thing for Our Customers and Our Business.” The ability to organize and motivate different groups of people toward a common goal requires clarity and specificity in the mission and a shared understanding of both the current state…

Human beings were created in God’s image in order to have the capacity to be His representatives on the earth and over the rest of creation. Being in “the image of God" gives human beings great worth and purpose.

"This book will challenge you to rethink your vision of a good life. With sharp insights and lucid prose, Paul Bloom makes a captivating case that pain and suffering are essential to happiness. It's an exhilarating antidote to toxic positivity." --Adam Grant, #1 New York Times bestselling author of Think Again and host of the TED podcast WorkLifeOne of Behavioral Scientist's "Notable Books of 2021"From the author of Against Empathy, a different kind of happiness book, one that shows us how suffering is an essential source of both pleasure and meaning in our livesWhy do we so often seek out physical pain and emotional turmoil? We go to movies that make us cry, or scream, or gag. We poke at sores, eat spicy foods, immerse ourselves in hot baths, run marathons. Some of us even seek out pain and humiliation in sexual role-play. Where do these seemingly perverse appetites come from?Drawing on groundbreaking findings from psychology and brain science, The Sweet Spot shows how the right kind of suffering sets the stage for enhanced pleasure. Pain can distract us from our anxieties and help us transcend the self. Choosing to suffer can serve social goals; it can display how tough we are or, conversely, can function as a cry for help. Feelings of fear and sadness are part of the pleasure of immersing ourselves in play and fantasy and can provide certain moral satisfactions. And effort, struggle, and difficulty can, in the right contexts, lead to the joys of mastery and flow.But suffering plays a deeper role as well. We are not natural hedonists--a good life involves more than pleasure. People seek lives of meaning and significance; we aspire to rich relationships and satisfying pursuits, and this requires some amount of struggle, anxiety, and loss. Brilliantly argued, witty, and humane, Paul Bloom shows how a life without chosen suffering would be empty--and worse than that, boring.

Initiation Ceremonies: A cross-cultural study of status dramatization (An Advanced study in anthropology) [Frank W. Young] on Amazon.com. *FREE* shipping on qualifying offers. Initiation Ceremonies: A cross-cultural study of status dramatization (An Advanced study in anthropology)

The strength of strict churches is neither a historical coicidence nor a statiscal artifact. Strictness makes organizations stronger an more attractive because it reduces free riding. It screens out members who lack commitment and and stimulates participation among those who remain. Rational choice theory thus explains the success of sect, cults, and conservative denominations without recourse to assumptions of irrationality, abnormality, or misinformation. The theory also predicts differences between strict and lenient groups, distinguishes between effective and counterproductive demands, and demonstrates the need to adapt strict demands in response to social change.

In the spirit of becoming more adaptive, organizations have rushed to implement Agile software development. But many have done so in a way that actually makes them less agile. These companies have become agile in name only, as the process they’ve put in place often ends up hurting engineering motivation and productivity. Agile processes go awry, because as companies strive for high performance, they either become too tactical (focusing too much on process and micromanagement) or too adaptive (avoiding long-term goals, timelines, or cross-functional collaboration). The key is balancing both tactical and adaptive performance. Whether you’re an engineer or product manager, here are a few changes to consider to find this balance: 1. Software development should be a no-handoff, collaborative process. 2. The team’s unit of delivery should be minimally viable experiments. 3. The team’s approach should be customer-centric. 4. Use time boxes to focus experimentation and avoid waste. 5. The team should be organized to emphasize collaboration. 6. The team should constantly question their process.

Contemporary psychologist Paul Bloom has served as a Professor of Psychology at both the University of Toronto and at Yale University, and formerly as the president of the Society of Philosophy and Psychology. Using findings from his studies, Bloom has authored multiple books exploring his research on human pleasure and morality—among other topics— …

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During the past 30 years, managers have been bombarded with two competing approaches to the problems of human administration and organization. The first, usually called the classical school of organization, emphasizes the need for well-established lines of authority, clearly defined jobs, and authority equal to responsibility. The second, often called the participative approach, focuses on […]

Webinar hosted by the Center of Action Research Webinar in partnership with Action Research Plus, Royal Roads University, St. Mary's University, and University of San Diego Introduction: How can a group of educators teach about action research and leadership while also doing their own action research leadership? That’s one of the questions that motivated this webinar. We hope viewers will find our pilot project about action research, done in the spirit of action research, to be helpful (while admittedly a bit “meta”). Our Request: Dear Viewer, please provide some feedback to help us as educational practitioners. (1) What did you learn today about action research and VUCA leadership? (2) What was helpful about this video? (3) What suggestions do you have for future videos? Contents: Welcome (0:01) VUCA Leadership Video (2:20) Hilary Bradbury’s Presentation (5:59) Insights from the Panel (20:55) Examples of Action Research (26:00) Final Reflections (46:30) Concluding Poem (52:50) Panelist Bios: Doug Paxton - https://www.stmarys-ca.edu/node/143206 Catherine Etmanski – http://www.royalroads.ca/people/catherine-etmanski Cheryl Getz – http://www.sandiego.edu/soles/faculty/biography.php?profile_id=1342 Hilary Bradbury - https://actionresearchplus.com/ar-editor-mentors/hilary/ Stanley J. Ward - https://www.claremontlincoln.edu/engage/author/sward/ Institutional Websites: Action Research Plus - https://www.stmarys-ca.edu/ Claremont Lincoln University – www.claremontlincoln.edu Royal Roads University - http://www.royalroads.ca/ St. Mary’s College - https://www.stmarys-ca.edu/ University of San Diego - http://www.sandiego.edu/ For more examples of action research, be sure to see Claremont Lincoln University’s Center for Action Research. https://www.claremontlincoln.edu/cfar/ References (In Order of Mention) Petrie, N. (2015). Future Trends in Leadership Development, 36. Center for Creative Leadership. Retrieved from https://www.ccl.org/wp-content/uploads/2015/04/futureTrends.pdf Wheatley, M. (2006). Leadership and the new science: Discovering order in a chaotic world. San Francisco: Barrett-Koehler. Knowledge, H. W. (n.d.). VUCA 2.0: A Strategy for Steady Leadership in An Unsteady World. Retrieved August 10, 2018, from https://www.forbes.com/sites/hbsworkingknowledge/2017/02/17/vuca-2-0-a-strategy-for-steady-leadership-in-an-unsteady-world/ How Do You Face Change? (n.d.). Retrieved August 17, 2018, from https://www.ccl.org/articles/leading-effectively-articles/how-do-you-face-change/ Friere, P. (2014). Pedagogy of hope: Reliving pedagogy of the oppressed (Bloomsbury Revelations). New York: Bloomsbury Academic. Rowe, W., Graf, M., Agger-Gupta, N., Piggot-Irvine, E., & Harris, B. (2013). Action research engagement: Creating the foundation for organizational change. Action Learning, Action Research (ALARA) Monograph Series, 5, 1–44. Adams, Hilary. (2017, Nov. 29). Action research needs people. Retrieved from https://youtu.be/N2VxPvojRLQ Bry, J., Lee, J., Smith, L., & Yorks, L. (2000). Collaborative inquiry in practice: Action, reflection, and making meaning. SAGE: Los Angeles. Thanks also to Gama Perruci for allowing me to preview a chapter from his forthcoming Global Leadership: A Transnational Perspective while preparing my thoughts on VUCA leadership. – Stan

Listen to this episode from The Gartner Talent Angle on Spotify. Being a good leader requires understanding how your actions affect others’ motivation and mental state. Christine Comaford, entrepreneur and bestselling author of Power Your Tribe: Create Resilient Teams in Turbulent Times, breaks down the neuroscience of effective leadership to a level that you don’t need a Ph.D. to understand.

And how to motivate them to stay.