Week 12 — Keeping People Engaged: Motivation
Welcome to your Week 12 Start Here page.
Why this matters
Whether you take calls in a call center or pick orders in a warehouse, you will want to know why people put effort into work.
In plain language
The coffee cart has hired a part-time helper, and the helper is paid fairly and works in a clean, safe cart. Yet the helper does the same counter work every shift and never gets a say in anything. This week asks why people put effort into their work and what a manager can change so they keep doing it. That force is motivation (what starts a person's effort, directs it toward a goal, and keeps it going). You will meet the best-known theories about it in the order they were published, then use them to make a motivation diagnosis (a short analysis that sorts a workplace's facts with a theory and recommends a fix).
- Already covered: Week 11 hired the cart's helper.
- This week: the motivation theories, in order.
- How they connect: pay is set; now, engagement.
- Where we're going next: Week 13, accounting.
Focus
Why does a fairly paid worker still disengage, and what can a manager change?
By the end of this module, you should be able to:
- [ ] order the motivation theories
- [ ] sort hygiene factors from motivators
- [ ] read Theory X and Y as assumptions
- [ ] apply equity and goal-setting theory
- [ ] write a motivation diagnosis
To-do
Plan your week
- Read Chapter 12 (about 45 minutes), then the lecture and slides.
- Work the lecture tutorial (60–90 minutes) and the practice set (about 20 minutes).
- Do the Business Case Workshop (about 90 minutes), the discussion, and the assignment.
- Take the quiz.
This week's checkpoint: diagnose the cart's helper as a motivator gap and name a fix.
You've got this
Take it in order, and ask your instructor if a step snags.
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