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Arnold, R. A. (1997).  Arnold Economics.
Interview with Gordon Tullock:
"I am a very fortunate man to be paid a high salary to pursue my hobby." (p. 560)
Webster, B. F. (1995).  The Art of 'Ware: Sun Tzu's Classic Work Reinterpreted.
"If your developers had wanted to work long hours just for lots of money, they would have become lawyers. They do it for bragging rights—for the right to say, "Yeah, I helped create that product"—and for a chance to change the industry and maybe the world. It may be hubris, but then again, the world really has changed because of products created by technology developers over the last thirty to forty years—and the most dramatic changes are yet to come." (p. 27)
Hamel, G., & Prahalad C. K. (1994).  Competing for the Future.
"There beats in every person the heart of an explorer. The joy of discovery may be found in the pages of a new cookbook, in a brochure of exotic vacations, in an architect's plans for a custom-built home, in the trek to a remote trout stream, in the first run down a virgin-powdered ski slope, by the opportunity to explore the unfamiliar. Thus, it's not surprising that when a company's mission is largely undifferentiated from that of its competitors, employees may be less than inspired." (p. 132)
Yourdon, E. (1993).  Decline and Fall of the American Programmer.
As DeMarco and Lister [12] argue,
"There is nothing more discouraging to any worker than the sense that his own motivation is inadequate and has to be 'supplemented' by that of the boss." (p. 62)
Adams, S. (1997).  The Dilbert Future: Thriving on Stupidity in the 21st Century.
"The current method of motivating employees involves frightening them until their arteries harden, then trying to make it all better by giving them inexpensive gifts bearing the company logo." (p. 123)
Aguayo, R. (1991).  Dr. Deming: The American Who Taught the Japanese About Quality.
"People do a good job because of pride in their work, a sense of professionalism, love for their work, self-respect. The list of names used to describe intrinsic motivation could be quite long. Modern management literature since the end of World War II has laid heavy stress on questions such as these: 'How does management motivate its people to produce at maximum?' 'How does management control its people so that they work hard and don't sluff off or make mistakes?' The answers that have emerged over the last forty years reflect each writer's underlying assumptions about the causes of productivity and the causes of defects. As long as writers of books on management are ignorant of the interactive nature of common causes—in fact even ignorant of the existence of common causes—they will lay all blame at the feet of the hourly worker and middle management." (p. 101)
Weisinger, H. (2000).  Emotional Intelligence at Work.
"What is so curious about setbacks is that they undermine motivation, yet it is precisely motivation that is needed to overcome the setback." (p. 104)
Costley, D. L., Santana-Melgoza C., & Todd R. (1993).  Human Relations in Organizations.
"When employees feel good about their jobs, it is primarily because of the nature of the work itself." (p. 250)
Stoner, J. A. F., & Freeman R. E. (1989).  Management.
"The job itself can be made intrinsically motivating. If jobs are designed to fulfill some of the higher needs of employees (such as independence or creativity), they can be motivating in themselves. This implication is obviously the basis of many job enrichment programs; however, those individuals who do not desire enriched jobs should not be made to take them." (p. 448)
Hersey, P., & Blanchard K. (1977).  Management of Organizational Behavior : Utilizing Human Resources.
"In our society today, there is almost a built-in expectation in people that physiological and safety needs will be fulfilled. In fact, most people do not generally have to worry about where their next meal will come from or whether they will be protected from the elements or physical danger. They are now more susceptible to motivation from other needs: People want to belong, be recognized as 'somebody', and have a chance to develop to their fullest potential. As William H. Haney has said:
'The managerial practice, therefore, should be geared to the subordinate's current level of maturity with the overall goal of helping him to develop, to require progressively less external control, and to gain more and more self-control. And why would a man want this? Because under these conditions he achieves satisfaction on the job at all levels, primarily the ego and self-fulfillment levels, at which he is the most motivatable.' " (p. 182)
Randall, C. B. (1967).  Managers for Tomorrow : A Modern Psychological Approach to the Managerial Process.
No matter all of the talk about people's loss of interest in their work, the manager can still count on the desire to do a good job; pride in performance will always exist. However, there are forces, both in the work situation and in our society at large, that limit opportunities to fulfill this motive.
One factor in the work situation is the nature of the job. If the work to be done is dull and unchallenging, the individual can get no real satisfaction from doing it well."
Chang, R. Y. (1994).  Success through teamwork: a practical guide to interpersonal team dynamics.
"Not all team members are equally motivated to participate and be productive. In addition to motivating productive members, you must motivate average or nonparticipating members to increase their commitment to the team.
The following strategies can help you turn nonparticipating team members into active participants:
* Seek their advice
* Make them teachers
* Involve them in presentations
* Delegate 'star projects' " (p. 85)
Ciulla, J. B. (2001).  The Working Life: The Promise and Betrayal of Modern Work.
"Getting cooperation from employees has always been a challenge. That is why many companies invested in learning how to build and lead or 'coach' teams. Here again the romanticism of teams and sports analogies are evident. Consider the reverence for the team leader in the book Leading Self-Directed Work Teams. The author, Kimball Fisher, emphasizes the importance of authenticity. He writes that the key values of a team leader are belief in the importance of work, a belief that work is life, a belief in the 'aggressive' development of team members, and a determination to 'eliminate barriers to team performance.' This description is either inspiring or frightening, depending on whether you are the team leader or a team member. Would you want to work for this person?1

See also: involvement, management style, passion

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SKOS Concept Scheme

SKOS concepts and relations

Concept Scheme: business culture/management vocabulary

URI: business culture/management vocabulary


  • Concept: motivation
    • preferred: motivation
    • alternate: inspiration
    • alternate: yearning
    • definition: the psychological feature that arouses an organism to action toward a desired goal; the reason for the action; that which gives purpose and direction to behavior; "we did not understand his motivation"; "he acted with the best of motives"
    • related: involvement
    • related: management_style
    • related: passion
    • closeMatch:
    • keyword-11
    • linked content:
      • sense: motivation
      • sense: motive
      • sense: need
      • motivation
      • in scheme:
      • gloss: the psychological feature that arouses an organism to action toward a desired goal; the reason for the action; that which gives purpose and direction to behavior; "we did not understand his motivation"; "he acted with the best of motives"
      • hyponym of:
      • synset id: 100023773
  • W3C SKOS spec
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