CONTENTS -- 1. Introduction -- 1.1. The Roots of Motivation -- From Human Motivation . . . -- . . . To Motivation at Work . . . -- . . . To Positive Motivation for Organisational Performance . . . -- 1.2. What is Motivation at Work? -- Defining Motivation . . . -- 1.3. A Motivated Workforce is a Key Driver of Business Success -- Part 1: THE FOUNDATIONS OF MOTIVATION AT WORK -- 2. The Building Blocks of Motivation at Work -- 2.1. Introduction to Human Needs -- 2.1.1. Glossary of Key Definitions for 'The Building Blocks of Motivation at Work' -- 2.2. Overview of the Chapter -- 2.3. Motivation by Primary and Higher-Order Needs -- 2.3.1. A Hierarchy of Needs -- Overview -- Role in the organisation today -- 2.3.2. Existence-relatedness-growth needs -- Overview -- Role in the organisation today -- 2.3.3. Two Factors of Needs: Hygiene and Motivators -- Overview -- Role in the organisation today -- 2.4. Intrinsic Motivation by Higher-Order Needs -- 2.4.1. Self-Determination -- Overview -- Role in the organisation today -- 2.4.2. Job Enrichment -- Overview -- Role in the organisation today -- 2.4.3. Job Characteristics -- Overview -- Role in the organisation today -- 2.5. Summary -- 2.5.1. Summary of Need-Motivation Models -- 2.5.2. Summary of Higher-Order Need-Motivation Models -- 3. The Processes of Motivation at Work -- 3.1. Overview of the Chapter -- 3.1.1. Glossary of Key Definitions for 'The Processes of Motivation at Work' -- 3.2. Motivation by Expectancy -- 3.2.1. Motivation by Expectancy: Values and Rewards -- Overview -- Role in the organisation today -- 3.2.2. Motivation by Expectancy: Achievement -- Overview -- Role in the organisation today -- 3.2.3. Motivation by Expectancy: Attribution -- Overview -- Role in the organisation today -- 3.3. Motivation by Learning -- 3.3.1. Learning by Reinforcement and Rewards -- Overview.

Role in the organisation today -- 3.3.2. Social Learning -- Overview -- Role in the organisation today -- 3.4. Summary of the Processes of Motivation at Work -- 3.4.1. Summary of the Expectancy Processes of Motivation -- 3.4.2. Summary of the Learning Processes of Motivation -- 4. The Architecture of Motivation at Work -- 4.1. Overview of the Chapter -- 4.1.1. Glossary of Key Definitions for 'Architecture of Motivation at Work' -- 4.2. A Supportive Framework -- 4.2.1. Management Styles -- Overview -- 4.2.2. Setting Goals -- Overview -- Role in the organisation today -- 4.2.3. Fairness in the Workplace -- Overview -- Role in the organisation today -- 4.3. Considering Individual Specificities -- 4.3.1. Stage of Life -- Overview -- The idiosyncrasies of different generations -- Veterans or Pre-Boomers -- Baby Boomers -- Generation X -- Generation Y -- Role in the workplace -- 4.3.2. Culture -- Overview -- 4.3.3. Personality -- Overview -- Role in the organisation today -- 4.4. Summary of the Architecture of Motivation at Work -- 4.4.1. A Supportive Framework -- 4.4.2. Considering Individual Specificities -- Part 2: BUILDING MOTIVATION AT WORK IN THE CONTEMPORARY ENVIRONMENT -- 5. Leveraging Motivation in the Organisation Today -- 5.1. The Motivation Spectrum -- 5.2. The Preconditions for Sustainable Motivation -- 5.2.1. Trust: Creating a Reciprocal Relationship Transparency, Accountability, Fairness -- 5.2.2. Adapt: The Importance of Personalisation -- 5.3. The Levers of Motivation -- 5.4. Live: I Can Enjoy My Life . . .. -- 5.4.1. Working Environment -- The physical working environment -- Health and safety -- Ergonomics and space design -- Building organisation -- Workplace design -- Privacy -- Lighting -- Noise -- Workplace design and the impact on well-being and performance -- The Non-physical Working Environment -- 5.4.2. Working Conditions.

Compensation, benefits, employment status and security -- Support systems -- 5.4.3. Work-life Balance -- Time management -- The value for the employer -- Resource and Referral Services -- Taking vacation -- Presenteeism -- Commute to work -- Tailoring work-life balance to the different needs of employees -- 5.5. Grow: I Can Fulfil My Ambitions . . . -- 5.5.1. Role Design and Development -- Interest in the work -- Skill variety -- Meaningfulness of the role -- Opportunities for Competence, Growth, Development and Autonomy -- Accomplishment and Progress -- Empowerment -- Development of competencies and progression -- 5.5.2. Incentive and Recognition -- Incentive -- Recognition -- 5.5.3. Clear Direction and Feedback -- Setting goals -- Performance reviews -- 5.6. Connect: I Know Who I Am and Where I Belong . . . -- 5.6.1. Vision and Mission -- Strategic direction -- Leadership -- 5.6.2. Culture and Shared Values -- Identity and cohesion -- Culture fit -- 5.6.3. Interpersonal Relations -- Relationship with direct manager -- Connection with colleagues -- 6. Motivation is the Key to Performance Development -- 6.1. Understanding the Link between Motivation and Performance -- 6.1.1. Performance is Dependent on a Number of Other Factors that Support Motivation -- 6.1.2. Satisfaction also Plays a Role for Sustained Motivation -- 6.2. In What Way Does Motivation Impact Performance? -- 6.2.1. Productivity: Happy to Achieve -- 6.2.2. Service Quality: Happy to Help -- 6.2.3. Innovation: Happy to Create -- 6.2.4. Loyalty: Happy to Stay -- 6.3. Motivation at Work is a Mutually Beneficial Relationship -- 6.3.1. A Win-Win Value Exchange -- 7. Conclusion -- 7.1. Valuing People to Create Value: An Innovative Approach to Leveraging Motivation At Work -- 7.1.1. Motivation at Work Plays an Essential Role in Organisational Success.

7.1.2. Bridging the Gap between Individual Motivation and Organisational Performance -- About the Authors -- Index.