Energy Investment: Beyond Competence

Autor/inn/en	Tosti, Donald T.; Amarant, John
Titel	Energy Investment: Beyond Competence
Quelle	In: Performance Improvement, 44 (2005) 1, S.17-22 (6 Seiten) PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	1090-8811
DOI	10.1002/pfi.4140440108
Schlagwörter	Employee Attitudes; Industrial Psychology; Work Environment; Leadership Effectiveness; Job Performance; Competence; Ability; Motivation; Individual Characteristics; Organizational Development + Suchen Sie Ihr Suchwort? Arbeitnehmerinteresse; Betriebspsychologie; Industriepsychologie; Arbeitsmilieu; Führungseffizienz; Work performance; Arbeitsleistung; Kompetenz; Fähigkeit; Fertigkeit; psychologische; Motivation (psychologisch); Personality characteristic; Personality traits; Persönlichkeitsmerkmal; Organisationsentwicklung
Abstract	People vary considerably in their work performance as well as their overall approach to work. At one extreme are the outstanding performers, who approach work with enthusiasm and energy, and, at the other extreme, are those who seem to do only what is necessary to get by. Organizatins often invest a good deal of energy in trying to improve the performace of people in the latter category--to develop them into outstanding performers, or at least solid, reliable ones. This paper discusses the Energy Investment Model, developed by Claude Lineberry, and designed as a framework for actively exploring motivation characteristics of an individual as opposed to that which results from incentives. This model identifies two dimensions of an individual's motivation to perform a particular set of activities or tasks: attitude regarding the activity and willingness to expend energy on the activity. The Energy Investment Model can serve as a useful component of a wide variety of organizational change efforts: (1) Managers have found it a useful template for thinking about how their behavior can affect the motivation of their team, their department, or the organization as a whole; (2) It has also been useful to managers who are considering the development of their employees--to think about what energy investment "community" their people operate within, as well as what skills and capabilities they might need; (3) For organizations, this model provides one means of useful insight into how current management practices may positively or negatively affect the motivation of the workforce; and (4) It can provide a framework for adapting communication about proposed change--so that the communication more fully reaches the entire range of audiences that will experience the change. (Contains 2 figures.) (ERIC).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2017/4/10