Managers are under increasing pressure to get results and may feel they need all the help they can get. They are responsible for achieving results through other people. Employees must not only be able to do what managers want them to do, they must want to do so. Completely revised and updated, this second edition continues to illustrate how to inspire individuals or teams to develop, appraise and empower to get the very best results. "How to Motivate People" reviews the principles of motivating staff to maximise performance. It sets out guidelines on how to: reduce negative feelings; boost positive feelings; create enthusiasm and involvement; and, focus effort on key issues. This comprehensive guide provides practical guidelines and suggestions for action, leaving no stone unturned in exploring how to influence and motivate people.
Table of Contents
1. the motivation process 8 the management task 8; management characteristics 12 2. how people feel about work 16 theory x and theory y 17; maslow's hierarchy of needs 19; hertzberg's motivator/hygiene factors 21; expectancy theory 23; practical implications 26; aiming for excellence 28 3. the negative side of the balance 30 company policy and administration 30; positive use of policy and administration 32; supervision 32; interpersonal relationships 33; positive use of interpersonal relationships 34; working conditions 35; personal life 36; security 37; status 38; salary 39 4. the positive side of the balance 40 achievement 40; recognition 42; recognition through rewards 44; the work itself 48; responsibility 52; advancement54;growth 56; the full mix 56 5. taking the temperature 59 accurate measurement 61; creating a strategy to influence motivation 62; approaches to continuous measurement 65; specific measurement opportunities 69; major measurement 70; the link between information and action 77; a firm foundation 79 6. incentive schemes 80 a caveat 80; employee packages 81; financial incentives 83; non-financial schemes 85; tax implications 86; maintaining interest 87; communications 90; extreme measures 91 7. the contribution of communication 93 the contribution of management style 96; the role of communication 98; consultation 100; development 101; delegation 105; appraisal 108; exit interviews 114; communication 115 8. involvement and empowerment 118 putting empowerment to work 118; making empowerment possible 119; letting go 120; making empowerment effective 121; towards excellence 123 9. action plan 124 linking to specific staff 124; a foundation for action 127; the dangers 128; positive habits 129; a motivational calendar 130; individual records 132; spontaneity 133; asocial dimension 134; a rolling plan 135
patrick forsyth runs touchstone training and consultancy, which specialises in marketing, sales and communication skills. he is also the author of a number of books, marketing stripped bare and how to write reports and proposals published by kogan page.