Employee Motivation
MANAGING TECHNOLOGY FINANCE & ACCOUNTING ORGANIZATION & CULTURE FINANCE & ACCOUNTING ORGA COMPETITION HUMAN RESOURCES MARKETING ORGANIZATION & CULTURE MANAGING TECHNOLOGY FINANCE ING ORGANIZATION & CULTURE MANAGING TECHNOLOGY FINANCE & ACCOUNTING MARKETING HUMAN RESO STRATEGY & COMPETITION MANAGING TECHNOLOGY HUMAN RESOURCES MARKETING ORGANIZATION & CULTU TION & CULTURE MANAGING TECHNOLOGY FINANCE & ACCOUNTING MARKETING STRATEGY & COMPETITION M Honing & ACCOUNTING MARKETING MARKETING ORGANIZATION & CULTURE MANAGING TECHNOLOGY FINANC FINANCEYour Competitive Edge
Employee Motivation
A Powerful New Model by Nitin Nohria, Boris Groysberg, and Linda-Eling Lee
78 Harvard Business Review
G
|
GETTING PEOPLE TO DO THEIR BEST WORK, even in trying cir-
cumstances, is one of managers’ most enduring and slippery challenges. Indeed, deciphering what motivates us as human beings is a centuries-old puzzle. Some of history’s most influential thinkers about human behavior – among them Aristotle, Adam Smith, Sigmund Freud, and Abraham Maslow – have struggled to understand its nuances and have taught us a tremendous amount about why people do the things they do. Such luminaries, however, didn’t have the advantage of knowledge gleaned from modern brain science. Their theories were based on careful and educated investigation, to be sure, but also exclusively on direct observation. Imagine trying to infer how a car works by examining its movements (starting, stopping, accelerating, turning) without being able to take apart the engine.
July–August 2008
|
hbr.org
Andy Baker
ANIZATION & CULTURE MARKETING MANAGING TECHNOLOGY FINANCE & ACCOUNTING MARKETING STRATEGY & E & ACCOUNTING MARKETING STRATEGY & COMPETITION MANAGING TECHNOLOGY HUMAN RESOURCES MARKETOURCES MARKETING ORGANIZATION & CULTURE MANAGING TECHNOLOGY FINANCE & ACCOUNTING MARKETING URE MANAGING TECHNOLOGY FINANCE & ACCOUNTING MARKETING HUMAN RESOURCES MARKETING ORGANIZAMANAGING TECHNOLOGY HUMAN
Employee Motivation
A Powerful New Model by Nitin Nohria, Boris Groysberg, and Linda-Eling Lee
78 Harvard Business Review
G
|
GETTING PEOPLE TO DO THEIR BEST WORK, even in trying cir-
cumstances, is one of managers’ most enduring and slippery challenges. Indeed, deciphering what motivates us as human beings is a centuries-old puzzle. Some of history’s most influential thinkers about human behavior – among them Aristotle, Adam Smith, Sigmund Freud, and Abraham Maslow – have struggled to understand its nuances and have taught us a tremendous amount about why people do the things they do. Such luminaries, however, didn’t have the advantage of knowledge gleaned from modern brain science. Their theories were based on careful and educated investigation, to be sure, but also exclusively on direct observation. Imagine trying to infer how a car works by examining its movements (starting, stopping, accelerating, turning) without being able to take apart the engine.
July–August 2008
|
hbr.org
Andy Baker
ANIZATION & CULTURE MARKETING MANAGING TECHNOLOGY FINANCE & ACCOUNTING MARKETING STRATEGY & E & ACCOUNTING MARKETING STRATEGY & COMPETITION MANAGING TECHNOLOGY HUMAN RESOURCES MARKETOURCES MARKETING ORGANIZATION & CULTURE MANAGING TECHNOLOGY FINANCE & ACCOUNTING MARKETING URE MANAGING TECHNOLOGY FINANCE & ACCOUNTING MARKETING HUMAN RESOURCES MARKETING ORGANIZAMANAGING TECHNOLOGY HUMAN