Motivation and Performance: A Guide to Motivating a Diverse Workforce

by Adrian Furnham, Adrian Furnham

There are persistent and popular myths about group differences in values and approach to work; men are seen as assertive whilst women are emotional, some see the Millennial Generation as technology addicted self-promoters, others view them as a force for positive change in the workplace. What this means is that many organizations are approaching the issue of employee engagement and motivation by managing to a stereotype. For the first time "Motivation and Performance" challenges these notions, bringing together the research evidence that shows that group differences are often exaggerated and that what is most important for all organizations is getting to the heart of what really motivates their people. This book shows how to ensure that all motivators are considered, both the fundamental needs for financial and job security as well as the need for personal growth, to improve employee satisfaction, boost organizational productivity and reduce turnover.

Underpinned by original research, "Motivation and Performance "will feature case studies from finance to front-line retail employees and public sector workers to show how the principles of motivating employees apply at all levels of the organization rather than focusing on just high performance at the leadership level. It will show how values and motivation can be changed and developed and the significant impact that they have on an employee's desire to progress in a company or to leave. It offers practical guidance from a framework for conducting effective visits to front-line locations, and qualitative questions to ask, to guidance on when and when not to use external motivation-building programs.

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First published February 3, 2017

About the author

Adrian Furnham (born 3 February 1953) is a South African-born British organisational and applied psychologist, management expert and Professor of Psychology at University College London. In addition to his academic roles, he is a consultant on organizations.

Furnham was educated at the London School of Economics where he obtained a distinction in an MSc Econ., and at Oxford University where he completed a doctorate (D.Phil) in 1981. He has subsequently earned a D.Sc (1991) and D.Litt (1995) degree. Previously a lecturer in Psychology at Pembroke College, Oxford, he has been Professor of Psychology at University College London since 1992. He has lectured widely abroad and held scholarships and visiting professorships at, amongst others, the University of New South Wales, the University of the West Indies, the University of Hong Kong and the University of KwaZulu-Natal. He has also been a Visiting Professor of Management at Henley Management College. He has recently been made Adjunct Professor of Management at the Norwegian School of Management (2009).

Adrian FurnhamHe has written over 700 scientific papers and 57 books including The Protestant Work Ethic (1990) Culture Shock (1994), The New Economic Mind (1995), Personality at Work (1994), The Myths of Management (1996), The Psychology of Behaviour at Work (1997), The Psychology of Money (1998), The Psychology of Culture Shock (2001)The Incompetent Manager (2003), The Dark Side of Behaviour at Work (2004), The People Business (2005) Personality and Intellectual Competence (2005) Management Mumbo-Jumbo (2006) Head and Heart Management (2007) The Psychology of Physical Attraction (2007) The Body Beautiful (2007) Personality and Intelligence at Work (2008) Management Intelligence (2008) Dim Sum Management (2008) The Economic Socialisation of Children (2008) 50 Psychology Ideas you really need to know (2009) The Elephant in the Boardroom: The Psychology of Leadership Derailment (2009).

Reviews

[Darren · Rating 4 out of 5]

Motivation and boosting productivity are key themes that seem to engage companies, although many appear to be failing to really hit the mark due to poor targeting and focussing on group dynamics and stereotypes. The authors of this book have different ideas for success.

Focussing on the important things for everybody, instead of assuming that groups that share common attributes such as age, sex or culture leads to success, is the secret sauce here. The authors provide a practical guide, built around research and real-world implementation, to help improve employee satisfaction, productivity, retention and other key metrics that should benefit both employee and employer alike. It is a convincing argument.

This approach can be used by companies of all shapes and sizes, irrespective of whether they have tried similar programmes in the past or not. Guidance is given to the right approach to take, the right questions to ask, how to analyse the feedback and the best way of implementing and communicating change.

At the very least it should be a considered piece of additional data for your company. It is very reasonably priced for what it promises.

[Abby Epplett · Rating 3 out of 5]

This fairly average book about motivating a diverse workforce touches on a range of topics, from dispelling myths about generational differences to name-dropping Maslow's Hierarchy of Needs. I found the section on the High-Potential Motivation Indicator (HPMI) questionnaire to be the most interesting part of the book.

[Katelyn (Lost as Alice, Mad as the Hatter) · Rating 3 out of 5]

This is an easily understandable, and yet scientifically backed, guide for how leaders can motivate and inspire their people at multiple echelons.

While money is all well and good, the majority of workplaces do not seem to understand the personal and professional motivation that keep people coming in, performing at high standards, and loyal to the organization. In western work culture, the majority of the workforce seems to earn a paycheck and would leave their companies for a better opportunities.

With this guide, leaders are able to see the science behind individual, team, and organizational motivation to encourage a workforce where everyone can be quite a bit different. This is a great book for those who understand the limits of emotional intelligence and want to improve their leadership talents and get the most out of their subordinates.