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Intrinsic Motivation at Work: What Really Drives Employee Engagement Paperback – January 1, 2002
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Top Customer Reviews
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.Read more ›
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.Read more ›
The 2002 version discussed the concepts, then chapter by chapter addressed how both team members and managers might apply each of the concepts. This format made it easy to read and to follow; my students were able to absorb the ideas readily and apply them in practical environments.
However, in 2009, Mr. Thomas divided the book, so that the same concepts are discussed twice: once in the first half applied to employees, and then in the second half applied to managers. The claim that the revision was needed to incorporate 'new' material is not warranted; there is no 'new' material which might advance the subject matter. However, there is 'new' material which promotes his apparent new business relationship with a company newly recited in this version, and promotes the principals of that company, and the tools they sell. I have written my objections to the publisher well over two years ago, and have yet to hear from either publisher or author.
My current students must buy the 2009 revision -- I instruct them to ignore any reference to Mr. Thomas' new friends, their tools, or their company. In fact, my students now read the chapters together (in the front half and then the back half of the book) which were originally found within one chapter. This is unduly complicated; I see no reason for the existence of the 2009 version other than self-promotion, as there are no 'substantive' differences between the two versions.
All of the above notwithstanding, this is the seminal work on the subject, and is (with the above caveat to ignore certain promotional material within it) the best discussion of the concepts available. Mr. Thomas is a good writer, and his development of his ideas is convincing and academically supportable.
Most Recent Customer Reviews
As a scholar in the field of organizational psychology I found this book to be grounded not only in theory but is probably the best most significant book about Employee Engagement... Read morePublished on May 12, 2013 by Russell G Davis
This book makes you look at work in a whole new way. Before starting this book, I thought that employees were mainly motivated by they pay (extrinsic rewards). Read morePublished on January 31, 2012 by Matt Kmety
I am not an avid reader but I read this book in a couple weeks. Very intersting, common sensicle, and the tables help make the material "stick" . Read morePublished on December 1, 2010 by Kristine
this book opens a whole new approach to leadership and motivation. it's an easy read and very learn-able.Published on November 3, 2010 by Bertie
Dr. Ken Thomas's book, "Intrinsic Motivation at Work: What Really Drives Employee
Engagement," is an easily readable, interesting contribution... Read more
The second updated edition of INTRINSIC MOTION AT WORK: WHAT REALLY DRIVES EMPLOYEE ENGAGEMENT offers new diagnostic and assessment tools in its latest edition of a pioneering... Read morePublished on June 16, 2009 by Midwest Book Review