TITLE PAGE -- COPYRIGHT PAGE -- PREFACE -- ACKNOWLEDGMENTS -- PART ONE: WHAT ENGAGEMENT LOOKS LIKE TODAY -- A MANAGEMENT TALE… -- 1: HOW WORK HAS CHANGED -- How Work Used to Be: The Compliance Era -- The Last Three Decades -- Employee Engagement -- Intrinsic and Extrinsic Rewards -- 2: THE REDISCOVERY OF PURPOSE -- What is Work, Anyway? -- Two Important Facts About Purposes -- How Purpose Got Removed from Work -- Why Purpose is Back at Work -- The Human Need for Purpose -- Purpose-Centered Leadership -- Not All Purposes are Equally Engaging -- Shared Purposes Transform Relationships -- Purpose-Driven Management: The New West Institute -- 3: SELF-MANAGEMENT IN THE PURSUIT OF PURPOSE -- What's Involved in Self-Management? -- Committing to a Meaningful Purpose -- Choosing Activities to Accomplish the Purpose -- Monitoring for Competence -- Monitoring for Progress -- Feedback and Learning -- Work Engagement -- What Happens to Managerial Control? -- Worker Development -- PART TWO: THE INTRINSIC REWARDS THAT DRIVE ENGAGEMENT -- A MANAGEMENT TALE, CONTINUED -- 4: FOUR INTRINSIC REWARDS: MEANINGFULNESS, CHOICE, COMPETENCE, AND PROGRESS -- The Four Intrinsic Rewards -- Sense of Meaningfulness -- Sense of Choice -- Sense of Competence -- Sense of Progress -- 5: HOW THE INTRINSIC REWARDS WORK-AND THEIR EFFECTS -- Rational-Economic Thinking and Its Limitations -- How the Intrinsic Rewards Reinforce Engagement: The Energy Cycle -- A Healthy, Sustainable Form of Motivation -- THE WORK ENGAGEMENT PROFILE -- FOREST'S FINDINGS ABOUT THE FOUR INTRINSIC REWARDS -- Outcomes of the Intrinsic Rewards -- Evidence from a Developing Country: India -- 6: A DIAGNOSTIC FRAMEWORK FOR REWARDS -- Why Do You Need a Diagnostic Framework? -- Step 1: Gauging the Strengths of the Intrinsic Rewards -- Step 2: Addressing the Building Blocks for a Reward.

It Takes More Than Job Design -- Building Blocks are Codetermined -- PART THREE: MANAGING YOUR OWN ENGAGEMENT -- A MANAGEMENT TALE, CONTINUED -- 7: TUNING INTO YOUR OWN INTRINSIC REWARDS -- How to Use This Part of the Book -- Why Your Own Intrinsic Rewards are Important -- Charting Your Intrinsic Rewards -- Interpreting Your Answers -- General Recommendations -- 8: BUILDING YOUR SENSE OF MEANINGFULNESS -- Creating a Noncynical Climate for Yourself -- Clarifying Your Own Passions -- Crafting Your Own Vision -- Making Your Tasks More Relevant -- Negotiating for Whole Tasks -- 9: BUILDING YOUR SENSE OF CHOICE -- Negotiating for the Authority You Need -- Earning Trust -- Not Yielding to Fear -- Clarifying Your Purpose (and Seizing Opportunities) -- Getting the Information You Need -- 10: BUILDING YOUR SENSE OF COMPETENCE -- Getting the Knowledge You Need -- Getting the Feedback You Need (and Listening) -- Recognizing Your Own Skill -- Managing Challenge in Your Own Work -- Setting High, Noncomparative Standards for Yourself -- 11: BUILDING YOUR SENSE OF PROGRESS -- Building Collaborative Relationships -- Developing Your Own Milestones -- Taking Time to Celebrate -- Making Contact with Customers -- Measuring Improvements (and Tracking Intrinsic Motivation) -- PART FOUR: LEADING FOR ENGAGEMENT -- A MANAGEMENT TALE, CONCLUDED -- 12: GENERAL TIPS ON LEADING FOR ENGAGEMENT -- Focus on the Steps of Self-Management -- Play a Positive Role -- Listen and Enable -- Provide Credible Evidence of Meaningfulness, Choice, Competence, and Progress -- Explain Your Leadership Philosophy -- Engage the "Motivational Middle" -- De-emphasize Money as a Motivator -- 13: FIRST IMPRESSIONS AND PRIORITIES -- First Impressions of the Intrinsic Reward Levels -- Interpreting Your Ratings -- Setting Priorities -- 14: LEADING FOR MEANINGFULNESS -- Building a Noncynical Climate.

Clearly Identifying Passions -- Providing an Exciting Vision -- Ensuring Relevant Task Purposes -- Providing Whole Tasks -- 15: LEADING FOR CHOICE -- Delegated Authority -- Demonstrating Trust -- Providing Security (and Allowing Honest Mistakes) -- Providing a Clear Purpose -- Providing Information -- 16: LEADING FOR COMPETENCE -- Providing Knowledge -- Providing Appreciative Feedback -- Recognizing Skill -- Managing Challenge -- Fostering High, Noncomparative Standards -- 17: LEADING FOR PROGRESS -- Building a Collaborative Climate -- Tracking Milestones -- Celebrating Progress -- Providing Access to Customers -- Measuring Improvements (and Reducing Cycle Time) -- 18: ENJOYING THE RIDE -- Summary -- A Final Word -- RESOURCE A: TWO EARLIER MODELS OF INTRINSIC MOTIVATION -- RESOURCE B: PUTTING MONEY IN PERSPECTIVE -- Taking a Job and Remaining -- Performing Well -- Treating Pay as an Equity Issue -- NOTES -- Chapter 1 -- Chapter 2 -- Chapter 3 -- Chapter 4 -- Chapter 5 -- Chapter 6 -- Chapter 7 -- Chapter 8 -- Chapter 9 -- Chapter 10 -- Chapter 11 -- Chapter 12 -- Chapter 13 -- Chapter 14 -- Chapter 15 -- Chapter 16 -- Chapter 17 -- Resource A -- Resource B -- INDEX -- ABOUT THE AUTHOR -- ABOUT BERRETT-KOEHLER PUBLISHERS -- BE CONNECTED -- Visit Our Website -- Subscribe to Our Free E-Newsletter -- Get Quantity Discounts -- Host a Reading Group -- Join the BK Community.