Amabile and Kramer Reading Response

Teresa M. Amabile and Steven J. Kramer's "Inner Working Life" explain how reactions and emotions to employee events affect performance. The author defines an internal working life as a way that recognition, emotion, and motivation are combined in the employee's life. When an event occurs, all employees take a specific approach (positive or negative) about what is going on. This will affect correspondence and expectations. Managers often find it difficult to find jobs and lives inside the company and they are often not checked by actual employees.

In extensive research on employee motivation, Professor Teresa Amabile of Harvard Business School and psychologist Steven Kramer asked to record diaries in hundreds of employees and record the motivation peaks and weaknesses did. Amabile and Kramer finally analyzed a total of 12,000 diary entries, and they found something quite opposed to Maslow 's level and traditional management wisdom.

Teresa Amabile and Steven Kramer emphasized the importance of progress in the "principle of progress". Their research is to examine 12,000 diary entries from 238 employees of 7 companies, and that meaningful work progress can light their own internal working life and promote long-term progress I discovered.

This is what Teresa Amabile and Steven J. Kramer have found in research on workplace productivity. They were asking them to record and evaluate all aspects of their work every day to 238 individual studies from 26 different project teams from seven companies. 67% of "bad days" were hit by recession, but only 25% of progress was hit by recession. Please explain your team members' projects and goals every week. Ask yourself if there is something they can help advance their work. If you do not understand, please ask how I can help. Please inform your team that you can come to you whenever there is a problem. Take decisive action to back up words when you have a way to get rid of obstacles

Amabile and Kramer discovered attractive things in their research. Contrary to the general belief that negative pressure creates better performance, people are motivated more in essence "the day of progress." In other words, in the days when employees feel progress and the positive emotions that accompany them, they are more encouraged by their interest in work itself rather than external sources (such as prizes and encouragement). However, in the day of frustration, the motivation for people inside and outside is not that strong.

Principle of Progress - In the HBR article Teresa Amabile and Steven Kramer claim that the greatest motivation for people is not money, fear, or other reward. They know that they have made positive progress and motivate them. In order to avoid burns, everyone raises their motivation level - Unfortunately, most administrators are urging team members to burn out. If you do not want to get creative or innovative solutions from your team, what is the timing focus over longer periods? We encourage you to plan and live a healthier lifestyle. In the long run, it brings benefits to everyone.