How people work
17 Feb 05

The revelation in Management Today recently that 72% of middle managers are looking for a greater sense of meaning in their working lives, reinforces the fact that the stuff that drives employees and managers is changing, which means that managers must get better at motivating, rather than instructing.

People want to do many things. They want to achieve, they want to feel valued, they want to forge meaningful relationships and encounter energising challenges. The challenge for managers is to match the things they need to get done with things their employees want to do.

If jobs are interesting, stimulating and satisfying then people are likely to want to do them. If, on the other hand, managers allow jobs to become boring, stultifying and disappointing, they close the door on excellence before it has the chance to develop, because no-one can put their talents and energy for very long into something they really don’t want to do.

How People Work offers a unique insight into the drivers of workplace behaviour, commitment and performance. Bridging the gap between academic theory and management practice, this is an insightful companion to the art of understanding and motivating people.

A field-guide to understanding "what makes people tick", How People Work translates the key lessons into tools for thoughtful and effective management. Simply put, it will help managers to help their people to perform.

How People Work is available to purchase from pearson-books.com. Buy online from www.pearson-books.com before 14th March 2005 to save 10% on the RRP of £19.99. Click here for further information or to purchase How People Work.

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