Product: 0143145088

The author argues that intrinsic motivation is superior to extrinsic motivation. Except for simple, algorthmic tasks, when the manager should apologize for the situation and provide a random award!

This book doesn’t adequately summarize the professional works of groups highly interested in motivation: psychologists, organizational developers, HR practitioners, industrial engineers, process engineers, managers or managerial accountants. The author clearly prefers theory Y to theory X and the appendix of recomended books reinforces this worldview.

Honestly, there’s not much new or well-supported content here. Economists have discovered behavioral economics! Crowd-sourcing ala wikipoedia, Linux and Foxfire is real!. Academic studies reveal that monkeys and humans like to solve puzzles and dislike being controlled! Skinnerian behavioral psychology is too simple for use in educating, managing or leading! Companies have discovered that engagement matters, free time generates results, micromanaging demotivates, time flexibility is valued and that a purpose beyond profit maximization is appreciated!

The author, Daniel Pink, promotes self-determination theory (SDT), focusing on the importance of autonomy, with little time devoted to competence or relatedness. He devotes 2 chapters to the importance of mastery and purpose.

The book is not highly convincing. Intrinsic motivation matters. Autonomy, mastery and purpose motivate. Extrinsic motivation schemes, poorly applied, can backfire.

Real-world managers know all of this. However, external motivation schemes appear to be effective with most professional staff in most functions. There is a need to control and coordinate activities. External rewards and punishments play a role in motivating and aligning. Effective managers delegate required results, specify limits and encourage staff to find creative solutions. Some staff embrace opportunity and accountability, while others are scared to death. Treating staff like cogs in the machine is wrong and ineffective. Simplistic or highly stretched motivational schemes promote cheating. Engagement and purpose matter. Staff flee from really bad managers.

No serious management thinker ever bought into the extreme Frederick Taylor or B.F. Skinner views of human behavior and work design. Smart managers should look for opportunities to complement necessary/effective/humane external measures/incentives with intrinsic motivators such as problem solving, autonomy, mastery, purpose, competence and relatedness.

This book raises the issue, but provides little practical guidance.
Rating: 2
0143145088
Count: 6