Motivational Management: Inspiring Your People for Maximum Performance

AORN Journal, August, 2006 by Jennifer Zuber

Motivational Management: Inspiring Your People for Maximum Performance Alexander Hiam 2003, 288 pages $18.95 softcover

This book provides a fresh perspective on managing teams by motivating them. The author views the manager's role as "bringing out the natural enthusiasm and intelligence of their people." He discusses extrinsic and intrinsic motivational factors and encourages leaders to stimulate the natural internal drive of employees.

The book is divided into chapters that discuss various styles of management using a motivational method. Topics include creating a positive performance environment; rethinking management communications by moving from functional to motivational management; tackling feelings that drive performance; eliminating contaminants, such as unfair treatment; appealing to individual motives; and transforming negative attitudes.

Many might argue that the feelings of employees are personal and cannot or should not be changed by managers. The author points out that many managers are unaware of the influence that they have on the emotional climate in the workplace and thus the feelings of their employees. The level of motivation that the manager has is viewed in direct correlation with the motivation of the team. The author views each interaction with employees as an opportunity to motivate and build involvement.

Structuring work assignments at appropriate skill levels with appropriate goals is seen as a way to stimulate the internal drive of employees and to provide opportunities for achievement. The author suggests that subtle changes to the workplace environment also can have a positive effect on the feelings and performance of teams. Various realistic challenges that managers may face while attempting to motivate their employees also are discussed.

One impressive feature of this book is its exploration of individual factors as well as universal factors that motivate employees. The author suggests that what may motivate one employee could have the opposite effect on another employee. The goal is to get a good match between incentives and individual employee preferences. The use of an incentive profile, an example of which is included in the book, is recommended to determine individual motivation factors. The author recommends sitting down with employees one-on-one to discuss their profiles in order to get more specific feedback on what they need to be successful in their roles. Fifteen core work motives and their effect on motivational techniques are explored in depth.

The author uses various exercises to allow readers to reflect and make discoveries about themselves and the teams they manage. Some exercises ask readers to review a sample scenario and reflect on the author's questions that follow. These scenarios represent realistic situations to which readers can relate. Other activities involve completing assessments that require readers to rate their answers on various scales.

The author uses research studies and periodical sources to support his conclusions, and the writing is clear and easy to follow. He has experience in motivational management training with many large organizations. This book will be valuable to both novice and experienced managers working in health care as well as in other fields.

This book is available from AMACOM, 1601 Broadway, New York, NY 10019.

JENNIFER ZUBER

RN, BS, CNOR

SENIOR ANALYST

CERNER CORPORATION

KANSAS CITY, MO