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By: Samantha Heastie

Inner Work Life Understanding the Subtext of Business Performance Authors: Teresa M. Amabile & Steven J. Kramer. By: Samantha Heastie. About the Authors. Teresa M. Amabile Professor at the Harvard Business School Received her Doctorate degree from Stanford University in 1977

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By: Samantha Heastie

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  1. Inner Work LifeUnderstanding the Subtext of Business PerformanceAuthors: Teresa M. Amabile& Steven J. Kramer By: Samantha Heastie

  2. About the Authors • Teresa M. Amabile • Professor at the Harvard Business School • Received her Doctorate degree from Stanford University in 1977 • Her work researches how life inside organizations can influence people and their performance • Dr. Amabile's current research program focuses on the psychology of everyday work life • Teresa has countless amounts of her work published

  3. About the Authors • Steven J. Kramer • Kramer is the co-author of The Progress Principle • Kramer is best known for being an independent researcher and writer in Wayland, Massachusetts • He received his undergraduate degree from UCLA and his doctorate from the University of Virginia. • Kramer's current research ventures include adult development, the meaning of work in human life, and the subjective experience of everyday events inside organizations (inner work life). • Similar to Dr. Amabile, Kramer also has several published works • In 2005, Kramer won the Leadership Quarterly Best Paper Award

  4. Dynamics Affect Work Performance • A study of 238 professionals from 26 project teams in 7 companies and 3 industries over a period of 3 year • Over 80% of participants were college educated • Daily diary entries • Collected 12,000 diary entries

  5. Dynamics Affect Work Performance • Diary forms consisted of quite a few numerical questions asking participants to rate their own perceptions of the various aspects of the work environment • Open-ended question • Brief report of one event

  6. Research Discoveries • The results of the research led to the discovery of how relentless and inescapable inner work life is and how it functions as a complex system • Also, this research in turn served as a foundation for the conclusions about inner work life: what affects it and how inner work life affects performance

  7. Components of Inner Work Life • Perceptions • Emotions • Motivations

  8. Perceptions • The Work • Self • Team • The Organization

  9. Emotions • Happiness • Pride, warmth, love • Sadness • Anger/ frustration • Fear

  10. Motivations • What to do • Whether to do it • How to do it • When to do it

  11. Who’s Having a Good Day? • Elements of Performance • Creativity • Productivity • Commitment • Collegiality

  12. The Good Management Does

  13. Enable Progress • Achieving Goals • Accomplishing a task • Solving a problem

  14. Manage with a Human Touch • Praise without real progress, give little positive impact on people's inner work life and may give off a sense of cynicism • Good progress without praise or criticism may produce anger or sadness in employee • Best booster to inner work life: • Management recognizing and praising people for the good progress and efforts to their work

  15. Inner Work Life • “As the proportion of time that is claimed by work rises, inner work life becomes a bigger component of life itself. People deserve happiness. They deserve dignity and respect. When we act on that realization, it is not only good for business. It affirms out value as human beings.”

  16. References • "Faculty & Research." Teresa M. Amabile. N.p., n.d. Web. 17 Oct. 2012. <http://www.hbs.edu/faculty/Pages/profile.aspx?facId=6409>. • "Steven Kramer, Ph.D." Psychology Today: Health, Help, Happiness Find a Therapist. N.p., n.d. Web. 17 Oct. 2012. <http://www.psychologytoday.com/experts/steven-j-kramer-phd>. • Osland, Joyce, and Marlene E. Turner. "Inner Work Life." The Organizational Behavior Reader. Upper Saddle River, NJ: Prentice Hall, 2011. 159-69. Print.

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