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Article
Publication date: 1 January 1999

Bob Nelson

“Motivation” is one of those words that is commonly used to describe the fuzzy notion of “why we do what we do.” There are numerous ironies about motivation that make the topic…

3548

Abstract

“Motivation” is one of those words that is commonly used to describe the fuzzy notion of “why we do what we do.” There are numerous ironies about motivation that make the topic all the more difficult to understand. By examining these ironies more closely, we can avoid their pitfalls. Following, then, are what I consider the top ten ironies of motivation.

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Strategy & Leadership, vol. 27 no. 1
Type: Research Article
ISSN: 1087-8572

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Article
Publication date: 1 October 2004

Bob Nelson

Most employees at present feel overworked and under‐appreciated. During times of change when we are asking them to do more with less, they report feeling less valued and more…

2032

Abstract

Most employees at present feel overworked and under‐appreciated. During times of change when we are asking them to do more with less, they report feeling less valued and more stressed for their efforts than ever before. Recognition represents the single most validated principle for driving desired behaviour and performance in the present work environment. This paper looks to question common approaches to recognise and motivate present employees and how you can better and more frequently recognise those you work with – even with little time, resources or budget – to systematically leverage, build and sustain a culture of recognition at work.

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Industrial and Commercial Training, vol. 36 no. 6
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 1 April 2003

Sheila Jackson, Elaine Farndale and Andrew Kakabadse

In a review of the literature, supported by six case studies, executive development for senior managers in public and private organisations is explored in depth. The study looks…

6825

Abstract

In a review of the literature, supported by six case studies, executive development for senior managers in public and private organisations is explored in depth. The study looks at the roles and responsibilities of the chairman, CEO, executive and non‐executive directors, the required capabilities to achieve successful performance, and the related executive development activity implemented to support these. Methods of delivery, development needs analysis and evaluation are explored in case organisations to ascertain current practice. A detailed review of the leadership and governance literatures is included to highlight the breadth of knowledge required at director level. Key findings of the study include the importance of focusing executive development on capability enhancement, to ensure that it is supporting organisational priorities, and on its thorough customisation to the corporate context. Deficiencies in current corporate practice are also identified.

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Journal of Management Development, vol. 22 no. 3
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 1 February 2000

P.C. (Peggy) Smith and Janet W. Walker

This paper proposes that the development of a layoff policy gives an organization a competitive advantage over organizations without such a policy. How an organization…

417

Abstract

This paper proposes that the development of a layoff policy gives an organization a competitive advantage over organizations without such a policy. How an organization communicates concern to employees is often through procedures and policies developed by the human resource department. Survey questionnaires were mailed to 1,400 vice presidents of human resources that held membership and whose names were provided through the Society of Human Resource Management. Over half of the organizations surveyed (57%) did not have layoff policies. By type of organization, healthcare had the greatest number of policies in their organizations with 70% affirming their existence. The study concludes with the following five proposed reasons why layoff policies do not exist: (1) “It can't happen here” syndrome (2) The cover‐up syndrome (3) If you plan for it, people will panic, (4) Managers are trained to focus on growth and to avoid decline, (5) There would be loss of control, and accompanying organizational sabotage, and (6) More policies equal less humane treatment.

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Competitiveness Review: An International Business Journal, vol. 10 no. 2
Type: Research Article
ISSN: 1059-5422

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Article
Publication date: 1 February 2003

Adel M. AL‐ Rasheed and Farid M. AL‐ Qwasmeh

The paper explores the role of the strategic partner in the Management Development (MD) process at Jordan Telecom (JT) by surveying the attitudes of 243 Jordanian managers and by…

376

Abstract

The paper explores the role of the strategic partner in the Management Development (MD) process at Jordan Telecom (JT) by surveying the attitudes of 243 Jordanian managers and by testing the relevant hypothesis. The findings reveals that the strategic partner contributes to the development of Jordanian managers' skills in areas such as time management, performance appraisal, job design and communications and cooperation. A limited significant impact of relevant demographic and managerial factors on managers' attitudes towards their MD and strong corelational relationships among MD dimensions are also revealed through the findings. The conclusions highlight the positive outcomes and implications of the strategic partnership at JT. The recommendations emphasized the need for further partnerships in Jordan because of their influential effects on Jordanian businesses.

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International Journal of Commerce and Management, vol. 13 no. 2
Type: Research Article
ISSN: 1056-9219

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Article
Publication date: 30 January 2009

Regina M. Clark

This paper aims to give readers some ideas about how to create a motivating work environment. A motivating environment will lead to increased productivity ad reduced turnover.

5019

Abstract

Purpose

This paper aims to give readers some ideas about how to create a motivating work environment. A motivating environment will lead to increased productivity ad reduced turnover.

Design/methodology/approach

Regina Clark speaks at association conferences and corporate meetings throughout the year. The ideas found in this article were communicated by audience members or were a result of experiences that Regina had as a management consultant.

Findings

There are many practical applications cited in the article. All of the ideas have been implemented.

Originality/value

This paper aims to share best practices.

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Industrial and Commercial Training, vol. 41 no. 1
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 1 September 2003

Sandra Griffiths

182

Abstract

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Mental Health Review Journal, vol. 8 no. 3
Type: Research Article
ISSN: 1361-9322

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229

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Mental Health Review Journal, vol. 10 no. 2
Type: Research Article
ISSN: 1361-9322

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Article
Publication date: 1 September 1999

Thomas J. Hench

This study examines the nature of emergent, self‐organizing systems in the context of the history of Herman Miller, Inc. This history informs our understanding of emergent systems…

1385

Abstract

This study examines the nature of emergent, self‐organizing systems in the context of the history of Herman Miller, Inc. This history informs our understanding of emergent systems on two levels: how the dynamic of emergent self‐organization informs our sense of the past; and how it informs our understanding of an emergent, self‐organizing future. This article also recounts a critical period in the development history of Herman Miller, Inc.

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Journal of Management History, vol. 5 no. 6
Type: Research Article
ISSN: 1355-252X

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Book part
Publication date: 29 August 2018

Paul A. Pautler

The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and…

Abstract

The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.

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Healthcare Antitrust, Settlements, and the Federal Trade Commission
Type: Book
ISBN: 978-1-78756-599-9

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