Adonis went to the Industrial Psychologist's office all confused and upset. Apparently, his new supervisor told him to stop making the peace sign in a sideways motion, saying it looked like a gang-related gesture. Most likely, the psychologist advised the supervisor to:
C. discuss with his workers the importance of motivation and provide more time for the workers to bond.
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Jun 19th, 2015
Getting people to do their best work, even in trying circumstances, is one of managers’ most enduring and slippery challenges. Indeed, deciphering what motivates us as human beings is a centuries-old puzzle. Some of history’s most influential thinkers about human behavior—among them Aristotle, Adam Smith, Sigmund Freud, and Abraham Maslow—have struggled to understand its nuances and have taught us a tremendous amount about why people do the things they do.
Managers attempting to boost motivation should take note. It’s hard to argue with the accepted wisdom—backed by empirical evidence—that a motivated workforce means better corporate performance. But what actions, precisely, can managers take to satisfy the four drives and, thereby, increase their employees’ overall motivation?