Cover of: Autonomy at work | Gerald I. Susman Read Online

Autonomy at work a sociotechnical analysis of participative management by Gerald I. Susman

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Published by Praeger in New York .
Written in English


  • Industrial organization,
  • Work design,
  • Psychology, Industrial

Book details:

Edition Notes

StatementGerald I. Susman ; foreword by Eric Trist.
SeriesPraeger special studies in U.S. economic, social, and political issues
LC ClassificationsHD31 .S767
The Physical Object
Paginationxxiv, 230 p. :
Number of Pages230
ID Numbers
Open LibraryOL5200466M
ISBN 100275561402
LC Control Number75023997

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  Abstract and Figures The purpose of this research was to examine the relationship between job autonomy and work outcomes (job performance, . Autonomy, Motivation and Experience Go Hand in Hand. When providing autonomy at work, leaders do need to be mindful of the experience and motivation levels of their team. Letting go is much easier when you are dealing with a skilful, experienced team.   Autonomy fulfillment also refers to the sense that the work one is doing is actually valued and appreciated by their managers and colleagues. Regardless of context or culture, everyone requires autonomy in order to feel satisfied. Methods for achieving autonomy fulfillment might include: Acknowledging Negative Feelings About Projects. In this provocative and persuasive new book, he asserts that the secret to high performance and satisfaction-at work, at school, and at home—is the deeply human need to direct our own lives, to learn and create new things, and to do better by ourselves and our world.

Book yourself onto all three webinars in our Autonomy at Work and get £10 off! The webinars during this week include Sociocracy & Better Decision Making 2pm - pm on 7 October, How to thrive in a Self-Managed Team am - 1pm on 10 October, and Remote Team Working 2pm - . This chapter focuses attention to the impact of work on autonomy and self-respect. Drawing on empirical and philosophical literatures on work and well-being, the chapter argues that working extensively at eudemonistically meaningless work undermines autonomy and self-respect and that promoting autonomous agency entails respecting the agency and skills people exercise at work.   The degree of autonomy you have can vary dramatically, from having a say in your own goals or the projects you work on, to deciding when and where to do your work.   Employee autonomy should be practiced often so that your employees have more control over their work and have a firm understanding of what they need to do. It should encourage employees to collaborate, build teams that have a unified goal, help them to become more innovative and independent at the same time.

Daniel Pink, in his book, Drive, lists three elements of the motivation formula: autonomy, mastery, and purpose. In situations where people are paid fairly, this trio drives, engages, and stimulates us to do our best work. Given the evident links between autonomy and the quality of work, low levels of autonomy reported in many occupations, e.g. sales and customer service and elementary occupations, associated with the adoption of highly routinized systems of work, could have detrimental effects on employee wellbeing.   Employee autonomy is about properly setting goals, clarifying expectations, and agreeing on deliverables, then giving them the freedom to reach those goals in their own way. But don’t dictate goals on your own. Set them together with your employees then sit back and let them know your virtual door is always open. How to create autonomy in the workplace? 18th Jan As human beings we are naturally autonomous: we crave having autonomy over how we work, live and play. Yet the workplace is full rules, guidelines, policies and time schedules, which restricts autonomy.