Motivation, Beliefs, and Organizational Transformation

Motivation, Beliefs, and Organizational Transformation

Motivation, Beliefs, and Organizational Transformation

Motivation, Beliefs, and Organizational Transformation

Synopsis

Basing his work on the pioneering researches of Victor Vroom, Dr. Green, with his coauthor Butkus, introduces a new management tool to facilitate change: the belief system of motivation and performance. They show that managing change requires building support from a highly motivated workforce, that most strategies today overlook the emotional factor in change, and that only by addressing the motivation problems and emotions associated with change can mananagement implement change successfully.

Excerpt

Improving motivation at work in order to better manage organizational change is the central topic of this book, which was the joint effort of two people: Thad Green, who developed the change model called the "belief system of motivation and performance," and Raymond Butkus, a longtime AT&T executive who initiated and managed the most extensive application of the belief system.

The change model that you will read about in this book is entirely my own creation, but it evolved from the research of a long line of thinkers in the twentieth century who focused on the issue of motivation at work. Among them, the one who had the greatest influence on me was Victor Vroom. A prominent figure in the academic world during the 1960s and 1970s, Vroom was a psychologist who taught at a number of prestigious schools during his career, including the Carnegie Institute of Technology and Yale University. One early book of his, Work and Motivation, published in 1964, is now considered a seminal work in the field of organizational psychology.

Vroom was one of the chief proponents of what has become known as the "expectancy theory" of motivation. I was never a student of Vroom's, nor did I read his books while I was at school. In fact, it wasn't until 1977, at the tail end of my own career as a professor of management, that I first learned about Victor Vroom and his version of the . . .

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