In this chapter, "we review a number of motivation techniques and programs that have gained varying degrees of acceptance in practice. And for each of the techniques and programs we review, we specifically address how they build on one or more of the motivation theories covered in the previous chapter" ( p. 188/189).

WHAT IS MOTIVATION?

"Maybe the place to begin is to say what motivation isn't. Many people incorrectly view motivation as a personal trait –that is, some have it and others don't. In practice, inexperienced managers often label employees who seem to lack motivation as lazy. Such a label assumes that an individual is always lazy or is lacking in motivation. Our knowledge of motivation tells us that this just isn't true. What we know is that motivation is the result of the interaction of the individual and the situation" (p. 155).

"We'll define motivationas the processes that account for an individual's intensity, direction, and persistence of effort toward attaining a goal. While general motivation is concerned with effort toward any goal, we'll narrow the focus to organizational goals in order to reflect our singular interest in work-relatedbehavior" (p. 155).