Increasing intrinsic motivational change within organizations

Newby, Tim

doi:10.1002/pfi.4170280609

Cited by 3 publications

(3 citation statements)

References 9 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…We will consider a variety of factors that may increase the intrinsic rewards of being a mentor. These factors are adapted and generalized from the writings within the field of motivation by authors such as Keller (1987), Lepper (1988), and Newby (1989).…”

Section: Intrinsic Value Of Mentoring For the Mentormentioning

confidence: 99%

“…Challenge. According to Newby (1989), a challenge is perceived by those who actively seek to reduce incongruity. For mentors, incongruities may be found in the experiences they have had in the past and how those can be best related to the current experiences of their protegés.…”

Section: Humans Want To Have Control Over Their Lives; Participants Smentioning

confidence: 99%

“…Competence and confidence. Motivation is increased for tasks in which the participant is allowed to demonstrate his or her knowledge and abilities in a specific area of focus (Newby, 1989). Humans enjoy undertaking tasks in which they feel competent.…”

Section: Humans Want To Have Control Over Their Lives; Participants Smentioning

confidence: 99%

See 2 more Smart Citations

The Value of Mentoring

Newby

Heide

2008

Performance Improvement Quarterly

View full text Add to dashboard Cite

watchmaker has years of exposure and practice with all types of timepieces. He has learned, among other things, which tools and materials work well, what problems might occur, and the difference between poor, good, and outstanding quality. Under the master's tutelage, the protegé is guided past the usual trial and error pitfalls and is given insights that otherwise might require years of experience to acquire.Although the value of learning from a master may be apparent for those receiving the instruction, an important question is why an individual would invest time, energy, and effort to develop another's potential. This paper is directed to answering that question. Following brief explanations of the phases within a traditional mentoring program and the Mentoring programs are used widely within business as well as academia. Although program formats and subject matter vary, the overall goal is common: To efficiently and effectively develop the knowledge, talents, and skills of a less experienced person through individualized attention from someone with more experience and knowledge in a given area of expertise. Healy and Welchert (1990, p. 17) consider mentoring to be "a dynamic, reciprocal relationship in a work environment between an advanced career incumbent (mentor) and a beginner (protegé) aimed at promoting the career development of both."Under the direction of the mentor, the protegé is given immediate access to valuable insights and past experiences. For example, the master ABSTRACT Mentoring involves the use of an experienced individual to teach and train someone with less knowledge in a given area. Through individualized attention the mentor/teacher transfers needed information, feedback, and encouragement to the protegé/learner. The success of such a program depends heavily on the investment of effort by the mentor. Although benefits for the protegé are typically easily discerned and have been well documented in the past, the factors affecting motivation for the mentor have been less well defined. Therefore, after a discussion of the basic mentoring process and a summary of the protegé and organizational benefits, the major focus of our paper is directed to the extrinsic and intrinsic rewards attained by those who participate as mentors and to the establishment of guidelines that help to maximize the value for all involved.

show abstract

Section: Intrinsic Value Of Mentoring For the Mentormentioning

confidence: 99%

Section: Humans Want To Have Control Over Their Lives; Participants Smentioning

confidence: 99%

See 1 more Smart Citation

The Value of Mentoring

Newby

Heide

2008

Performance Improvement Quarterly

View full text Add to dashboard Cite

show abstract

The Value of Mentoring

Newby

Heide

2013

Perf. Improvement Qrtly

View full text Add to dashboard Cite

Mentoring involves the use of an experienced individual to teach and train someone with less knowledge in a given area. Through individualized attention the mentor/teacher transfers needed information, feedback, and encouragement to the protegé/learner. The success of such a program depends heavily on the investment of effort by the mentor. Although benefits for the protegé are typically easily discerned and have been well documented in the past, the factors affecting motivation for the mentor have been less well defined. Therefore, after a discussion of the basic mentoring process and a summary of the protegé and organizational benefits, the major focus of our paper is directed to the extrinsic and intrinsic rewards attained by those who participate as mentors and to the establishment of guidelines that help to maximize the value for all involved.

show abstract

Guerilla Tactics for Employee Empowerment

Beer

2008

Performance Improvement Quarterly

View full text Add to dashboard Cite

Frontal assaults (e. g., training, team building, strategic planning) on organizational dysfunctions have been a staple of performance technology. A newly popular stratagem—‐employee empowerment—‐seeks to address dysfunctions by vesting more organizational power with the individual employee. This usually means that the manager and employee set specific and measurable mutual goals that require the manager to relinquish measurement processes and tools to the employee and then hold the employee accountable for quality, customer satisfaction, etc. However, managers may be loath to give up their traditional areas of control, while employees may be unaccustomed to assuming responsibilities of management. Therefore, around and between the more formal strategies for employee empowerment, the performance technologist needs to consider tactics beyond those of conventional organization development.

show abstract

Increasing intrinsic motivational change within organizations

Cited by 3 publications

References 9 publications

The Value of Mentoring

The Value of Mentoring

The Value of Mentoring

Guerilla Tactics for Employee Empowerment

Contact Info

Product

Resources

About