|
||||||||||||||||||||
|
||||||||||||||||||||
|
||||||||||||||||||||
| |||||||||||||||
Wird oft zusammen gekauft
Produktinformation
|
Mehr über den Autor
Entdecken Sie Bücher, lesen Sie über Autoren und mehr
› Besuchen Sie die Seite von Frederick Herzberg auf Amazon
› Besuchen Sie die Seite von Frederick Herzberg auf Amazon
Welche anderen Artikel kaufen Kunden, nachdem sie diesen Artikel angesehen haben?
Vorgeschlagene Tags zu ähnlichen Produkten(Was ist das?)Setzen Sie den ersten relevanten Tag hinzu (ein Schlüsselwort, das mit diesem Produkt in engem Zusammenhang steht).
|
Eine digitale Version dieses Buchs im Kindle-Shop verkaufen
Wenn Sie ein Verleger oder Autor sind und die digitalen Rechte an einem Buch haben, können Sie die digitale Version des Buchs in unserem Kindle-Shop verkaufen.
Weitere Informationen
Kundenrezensionen
Es gibt noch keine Kundenrezensionen auf Amazon.de
5 Sterne
4 Sterne
3 Sterne
2 Sterne
1 Sterne
Die hilfreichsten Kundenrezensionen auf Amazon.com (beta)
Amazon.com:
4 Rezensionen
9 von 9 Kunden fanden die folgende Rezension hilfreich
A Major Contribution to Understanding Motivation
30. Mai 2009
Format:Taschenbuch|Von Amazon bestätigter Kauf
Herzberg's seminal work is both robust and enduring. Few ideas about the workplace have offered such insight and wisdom... as well as misunderstanding and controversy. His classic, "One More Time... How Do You Motivate Employees?" is the number one most requested article in the history of the Harvard Business Review and has been republished multiple times during the past four decades. This is obviously a message management needs to relearn time and again.
Ultimately, the core value of Herzberg's pioneering research is that the relationship between the employee and the organization is more complex than mere economic exchange. His work invites us to consider that motivation comes from within the individual -- it is something the organization gets FROM its people, rather than something it does TO them. Herzberg's distinction between motivation (internally generated action) and movement (the response to external reward) is paramount to understanding how employees experience the work world. This crucial insight offers management an alternative to tricking employees into doing stupid jobs by simply paying them money. As Herzberg makes clear, it's the job we ask folks to do and the social context in which work takes place that provide the richest options for creating compelling organizations.
Many progressive CEOs and thought leaders in the field embrace this paradigm. Jim Goodnight of SAS states that, "Ninety-five percent of my assets drive out the driveway each night. My job is to bring them back the next day." Peter Drucker extolled the virtues of transcending the notion that "work is a curse." Peter Senge has offered a roadmap for creating a learning organization with self-sustaining energy and vitality. Jeffery Pfeffer states that too often, organizations are measuring all the wrong things -- essentially majoring in minors. His HBR article "Six Dangerous Myths About Pay" offers a platform for demystifying management's numerous misconceptions concerning the realities of compensation.
From these and many other giants of the management profession, it is clear that Herzberg's core beliefs about the workplace have enduring value. "The Motivation to Work" offers the reader unique insights into the complexities of employee needs and their performace at work. It also provides a much needed alternative to the carrot-and-stick approach to motivation so apparent in most organizations.
Ultimately, the core value of Herzberg's pioneering research is that the relationship between the employee and the organization is more complex than mere economic exchange. His work invites us to consider that motivation comes from within the individual -- it is something the organization gets FROM its people, rather than something it does TO them. Herzberg's distinction between motivation (internally generated action) and movement (the response to external reward) is paramount to understanding how employees experience the work world. This crucial insight offers management an alternative to tricking employees into doing stupid jobs by simply paying them money. As Herzberg makes clear, it's the job we ask folks to do and the social context in which work takes place that provide the richest options for creating compelling organizations.
Many progressive CEOs and thought leaders in the field embrace this paradigm. Jim Goodnight of SAS states that, "Ninety-five percent of my assets drive out the driveway each night. My job is to bring them back the next day." Peter Drucker extolled the virtues of transcending the notion that "work is a curse." Peter Senge has offered a roadmap for creating a learning organization with self-sustaining energy and vitality. Jeffery Pfeffer states that too often, organizations are measuring all the wrong things -- essentially majoring in minors. His HBR article "Six Dangerous Myths About Pay" offers a platform for demystifying management's numerous misconceptions concerning the realities of compensation.
From these and many other giants of the management profession, it is clear that Herzberg's core beliefs about the workplace have enduring value. "The Motivation to Work" offers the reader unique insights into the complexities of employee needs and their performace at work. It also provides a much needed alternative to the carrot-and-stick approach to motivation so apparent in most organizations.
6 von 6 Kunden fanden die folgende Rezension hilfreich
Basis for my research
17. September 2008
Format:Taschenbuch
Not only did I include this in the literature review portion of my research project on retention and turnover, but it really formed the basis of several aspects of my research on turnover and worker satisfaction. I enjoyed it so much after borrowing from the library and reading it that I had to have a copy for myself. Many are quick to reject Herzberg's two-factor theory, but it's hard to go wrong in using what you'll learn from his results and conclusions in dealing with worker motivation. This is an outstanding analysis of what motivates workers, satisfiers and dissatisfiers, and hygiene versus motivators. A true classic in every sense of the word!
The Motivation to Work
16. Januar 2012
Format:Taschenbuch
What do employees really want from their jobs? The answers might surprise you, as they did researchers and business owners when social scientist Frederick Herzberg published this seminal work about employee motivation in 1959. Contrary to what you might think, people aren't seeking only money and perks. Most workers' real motivation comes from the desire for self-actualization, achievement and recognition for a job well done. Modern readers will find much that is prescient in Herzberg's conclusions - particularly as they relate to the increasingly technological and dehumanizing aspects of the present-day workplace. The use of strictly male references is jarring to the contemporary ear, but the language is gender-specific because the circa 1959 research included only men. Even with that serious anachronism, getAbstract recommends this classic text on motivation and employee morale to executives seeking a better understanding of their personnel.
Waren diese Rezensionen hilfreich?
Wir wollen von Ihnen hören.
Kunden diskutieren
|
Das Forum zu diesem Produkt
Fragen stellen, Meinungen austauschen, Einblicke gewinnen Aktive Diskussionen in ähnlichen Foren
Kundendiskussionen durchsuchen
|
Ähnliche Foren
|
||||||||||||||||||||||||||||||||||
Lieblingslisten
|
|
Ähnliche Artikel finden
- Fremdsprachige Bücher > Business, Karriere & Geld > Wirtschaftswissenschaften > Arbeit & Industrielle Revolution
- Fremdsprachige Bücher > Business, Karriere & Geld > Wirtschaftswissenschaften > Theorie
- Fremdsprachige Bücher > Gesundheit, Geist & Körper > Psychologie & Beratung
- Fremdsprachige Bücher > Sachbücher > Politik > Arbeitsverhältnisse
Anhand des Sachgebietes nach ähnlichen Produkten suchen:
Ihr Kommentar
Möchten Sie die Produktinformationen aktualisieren oder Feedback zu den Produktabbildungen geben?
|
