A manager has more opportunity to directly motivate employees than does any other organizational influence. Conversely, research reveals that de-motivating managers are the primary reason employees voluntarily leave. Managers set the tone, translate organizational strategy into employee performance and developmental plans, provide the carrots and the sticks to achieve those plans and in virtually every other way reinforce for better or worse the cultural attitudes of an organization. The Manager as Motivator explores the dynamics of motivation, especially in the context of today’s complex and fluid work environments, where retention of top-performing employees is paramount. Integrating insights from management and psychology, the author covers such issues as the development of a free-agent work-force, with talent following supply and demand, the emergence of employees as the only true sustainable advantage and the opportunities and challenges mangers face in their role as motivator.
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