Motivation Management-1.doc
Motivation Management
Sheila ritchie
Peter Martin
Gower
S. Richie, P. Martin
MOTIVATION CONTROL
Translation from English
edited by Doctor of Psychology, Professor E.A. Klimova
Recommended by the Educational and Methodological Center
"Professional textbook" as a teaching aid.
For university students studying in specialties
062100 "Personnel Management", 061100 "Organization Management", 020400 "Psychology"
UDC 005.96: 331.101.3 (075.8) BBK 60.823.3я73 R56
Editor-in-chief of the publishing house doctor economic sciences N. D. Eriashvili
Translation from English E.E. Lalayan
Richie S., Martin P.
P56 Motivation management: Textbook. manual for universities / Per. from English, ed. prof. E.A. Klimov. - M .: UNITI-DANA, 2004 .-- 399 p. - (Series "Foreign textbook").
ISBN 0-566-08102-4 (English) ISBN 5-238-00599-7 (Russian)
Written by training professionals, this book is based on research on human needs. 12 factors are considered that can be used as motivators in the conditions of work collectives.
Analysis of each of the motivational factors, their compatibility and mutual influence gives a real picture of a person's needs.
For managers and senior executives, the book allows you to get a general idea of the methods of managing employees with different characters, needs, goals. Managers can modify the proposed recommendations and management tools based on own experience and situations.
For students, graduate students and teachers, as well as managers, personnel managers, personnel departments workers, psychologists of enterprises and organizations.
BBK 60.823.3ya73
ISBN 0-566-08102-4 Motivation Management ISBN 5-238-00599-7 (Russian) Text © Sheila Ritchie and Peter Martin 1999
Motivation-to-work Profile © Sheila Ritchie 1988 etseg All rights reserved.
Published by Gower Publishing Limited Gower House, Croft Road, Aldershot Hampshire GU11 3HR England © UNITY-DANA PUBLISHING, translation, design, 2003
Foreword
The idea for this book came from desperate situation... We, as trainers, came to understand that motivation, as a separate subject, has not been able to achieve full development. Managers continued to be trained as if Maslow, Herzberg, and MacGregor were the only authors worthy of attention and study. No one argues, they were indeed pioneers in their field and made significant contributions, but since then no research has emerged that is as universally recognized or studied as widely as the work of these authors. However, their works were created during the 1940-1960s. Of course, since then, management science had to go ahead. And we believe that the process should touch not only theory, but also the development of motivational tools for practical use in management.A careful analysis of the existing literature has led nowhere. The only thing that remained was to engage in independent research. Of course, the prospect is not easy, but this is the only way to provide managers with the help they say they need so much. As training specialists, we had a significant advantage in this area. We communicated with large groups of managers of all levels in various industries, commerce and industry. government controlled... The only thing that we could not immediately grasp was the scale of the task that had to be solved.
And the first question that arose was the question of how we should act. Work was required that was perhaps more valuable on the basis of nonparametric statistics and in the field of social and individual research. Something simple enough to use was required, but with depth and versatility. We conceived to reveal the individuality of a person as opposed to the mass of people, and we needed tools that could show how people interact with each other in a team environment. Finally, we set out to build a model that could be modified and improved depending on subsequent research.
Of course, we were aware of the fact that there is no simple theory that could provide a complete explanation of the individual needs of a person. Man simply, by his nature, does not lend itself to complete analysis. And, of course, we were happy to accept this fact as a starting point for our research. This is a guarantee that, for example, the unshakable Berlin Wall will someday be destroyed anyway, and the most insoluble disputes will be settled. So the task was, first of all, to simplify the complex and accumulate a sufficient amount of useful material for practical application.
We decided to act without abandoning what was previously achieved, but based on it. We looked at factors that were identified as motivators by previous research and experience, and added new motivators to them, which, in our opinion, have not yet been sufficiently taken into account. In the absence of a complete motivational picture, a number of motivators should have been proposed that would be optimal for practical use by ever-busy managers. We ended up with 12. Some of these 12 motivators turned out to be more important on closer inspection than others, so in practice the number may be less than 12.
Further research may show that the identified 12 motivators do not provide the most complete understanding of the essence of motivation. But this is not important: it was necessary to start somewhere, and the use of the most modern ideas in this area seemed to us a good starting point for research. In practice, this approach has provided us with an additional advantage. It lies in the fact that in the process of using our recommendations and our proposed tools, managers can modify them based on their own experience and observations. They can improve on our proposed model and even build their own. We will be happy to help them and would certainly like to know their thoughts and conclusions.
So how were we supposed to solve our problem? The first step was to identify those factors that motivate people, in their own opinion. The second step was to determine if they accepted the correctness of our own conclusions on this matter. Then it was necessary to find out whether people are aware of how they perceive themselves. This can be understood both through direct questions and indirectly, for example, by asking them to describe colleagues with whom they find it easy to work and those with whom, in their opinion, it is difficult to work together, etc. We have coped with this work, but, as it became clear, further research in this direction can be very fruitful. At this point, we were encouraged not only by the formal results of the research, but also by the fact that we did succeed. It turned out that people are truly aware of their essence. But a much more pleasant discovery for us was that the teams of workers perceive themselves as such and are full of enthusiasm for their involvement in the further development and improvement of teams. Teams and people, as it turned out, are aware of the tools that allow them to communicate constructively as they work and build their relationships on a creative basis. And while there was still a lot of work ahead of him, the initial frustration at the lack of motivational tools that prompted the job began to diminish.
How did we achieve this? The first stage of the work - asking people what, in their opinion, motivates them - was performed using the developed self-assessment test. For this purpose, the old, as the world, traditional approach of forced choice was used, in which the test takers had to "weigh" the relative value of each of the 12 motivational factors. Appendix 2, which describes the development of this test, describes how each tool was identified and tested, how it was then developed, and how we arrived at the final version of the test. The result of our research has become a unique Motivation profile (Motivation test) for each person who identifies the relative value of each of the 12 motivators.
Of course, we could not measure the absolute value of each individual's motivational need. For example, measure the "absolute" strength of the objective need for diversity on a motivational scale similar to the scale proposed by Richter for assessing the strength of an earthquake. Such an accurate assessment is obviously impossible, although in the chapter “Personnel selection” we have made some progress in this direction. Likewise, it is impossible to categorically assert that a certain person's need for achievement is five times greater than the need for power. What is absolutely true is that each of those who passed the test "weighed" all 12 motivational factors in importance relative to each other, and this provided a realistic picture of their relative needs. In this way, a person can find out that their need for diversity at work, for example, outweighs their need for achievement, as well as gain some idea of their relative value to themselves.
The practical benefit of our research for managers is that it will allow them to get a general understanding of the methods of managing employees with different needs. And most likely, these people will be more different than similar to each other. In the research process, the first task was to try to draw conclusions about what motivates the managers themselves in general. We needed a databank with the answers of a large number of respondents, about a thousand questionnaires with detailed answers (profiles). It took four years to create such a data bank. Later, we also collected 412 more questionnaires to test the theory of the growth of stress caused by increased competition and reduction in the number of staff of organizations. In doing so, to come to this conclusion, Herzberg used an initial database of 200 questionnaires. The survey participants were managers with whom we met in the course of doing business, as well as those who studied in our courses. Then came the screenings. We looked at the fashion, mean values of indicators and the range of values (lowest and highest values) of each factor. The tool chosen provided reasonable acceptable results and appeared to be not only meaningful but also reliable (see the appendix for more details). We critically compared the initial 1054 and subsequent 412 questionnaires and, as a result, selected 1355 suitable for further work and complete questionnaires.
It is interesting to note that practically no significant differences were found in the responses of representatives of various types of activity. This was partly due to the fact that we were unable to find a sufficiently rigorous method, say, based on the standard classification of industries, for classifying and characterizing jobs in different areas activities. Therefore, I had to deal with generalized categories of professions, for example, architect, engineer, financial manager, civil servant (official), etc. We concluded that the differences between individuals are more significant and profound than the differences between professions. In addition, several interesting results were obtained. For example, although the respondent group we surveyed consisted mainly of managerial personnel (managers), the results showed a relatively lower desire for power and influence than might be expected. It turned out that the need for recognition of one's own achievements and for the achievements themselves is much higher than the need for influence, a result that forced us to study methods for selecting and improving managers, questions of role content and the effectiveness of their activities.
I had to think carefully about an important observation made by a clinical psychologist that so many people work in the “wrong” job, and therefore one cannot expect that their needs will coincide with the needs of this job (this type of activity)! Interviewing respondents only confirmed the specialist's observation: too many people claimed that their work was not suitable for them, or, even worse, provoked constant stress in them. We even wondered if someday most professions will be performed by people who find the job satisfying, or at least not unpleasant.
Another aspect in which we expected to find significant differences is national motivational trends. After all, experts such as Hofstede (1994) and Trompenaars and Hampden-Turner (1997), using their developed assessment methods, reported significant differences in attitudes towards work. We failed to find such: the differences between individuals within a group or within a country were quite striking; intergroup differences, as well as interethnic differences, were practically not visible. Our database has identified many other aspects of individual motivation, which we will discuss in detail below.
How can managers use our findings in practice? We focused on the study of the essence of motivation, which we understand as the satisfaction of human needs (in the process of work). When a person is motivated correctly, he thinks and acts in the right way, i.e. laughs more, grumbles less and complains less. It follows that the manager's job is to determine what motivates people. Should a person be provided with opportunities, say, to achieve success and advancement or to increase the variety of work performed, or should the duties performed by him be substantially regulated? How can a manager figure it out? Our Motivation Profile is a good starting point for this challenge. It provides a useful framework for structured discussion and, when combined with the individual characteristics of other members of the team, provides some insight into how the team should be run. Filling out the profile should take place in a friendly atmosphere, excluding any hint of a threat of consequences for untrue answers. Self-assessment tests are only effective when people are genuinely answering questions because they want to understand what motivates them. This issue of sincerity will be explored in more detail in Appendix 2, on developing a motivational profile.
Another opportunity for a manager is, alone or in combination with self-assessment tests, to use his observer capabilities to determine if his people are motivated, and then to consider the reasons for motivation. For example, a manager, watching a smiling employee walk with a slightly relaxed gait, should ask the question "What is he so happy about?" And if the answer to this question is “because he had the opportunity to be creative and succeeded,” then that means that creativity can be his motivator. Over time, managers can develop a systematic picture of the factors that motivate those around them. Likewise, our book offers a starting point for those seeking to reflect on themselves and their motives. But whoever the book is intended for and whoever thinks about it, in any case, he will find a detailed study of all 12 motivators, interactions of people in groups, and methods of motivating teams. We are confident that we are putting a powerful learning tool in the hands of busy managers. When used systematically, the lessons in this book will be an indispensable guide for them in professional activity... And then we will check if our work was really useful.
Sheila Richie Peter Martin
Acknowledgments
It was a pleasure for us, the authors, to work on the book, although the writing process took quite a long time. It all started with our dissatisfaction with the material that at that time was at our disposal for the practical application of the theory of motivation.Sheila first put together a questionnaire that was revised several times until we felt we were no longer able to improve it. Then we began collecting empirical material, not confining ourselves to interviewing those who attended the courses we teach in the UK (where we both live), but also people in Western Europe, in many of the former Soviet Union republics and in the Middle East. Having collected 1000 answers suitable for analysis, elated with the achieved success, they began to analyze and verify them. Then we collected even more material and began to boldly use the results obtained for informational purposes and develop recommendations for training and management.
Peter began writing the book and shouldered the brunt of the work. Immediately, mountains of rough and working materials began to accumulate. Our original intention was to write a small book for business people who could usefully spend, for example, long hours on board the aircraft, having understood for themselves what motivates them personally. Having more or less roughly finished the book, we showed it to Malcolm Stern of Gower. He received it with enthusiasm, but recommended reorienting it as a practical manual on motivation for managers. And we had to go back to the desk. At the end of the work, we felt completely absorbed in the book, constantly tossing working materials to each other with the help of magical Email... This is how our book is the result of a truly collaborative effort.
Analyzed materials collected under Sheila's guidance, Jacqueline Wiezorek of ELM Training during 1993-1998. She processed and carefully stored the usable forms completed by the respondents. In addition, I opened the profile in an Excel spreadsheet editor to save the efforts of future respondents when filling it out and transferring the received points from one table to another.
Of course, we weren't alone. Our relatives had to come to terms with the fact that all conversations begin and end with a book, and although the author's words of gratitude for understanding, patience, and support from family members have already become commonplace, this is how it was with us. Sarah and Duncan may have heard a little more about the book than they would have liked, and Jeremy and Michael were so wise that they didn't let their parenting overwork detrimentally affect their success in school and university. All of them have shown commendable longsuffering, and their support undoubtedly deserves our recognition and gratitude.
Many of those to whom we now express our gratitude are not literally members of the same family, but by the end of the implementation of this ambitious project, they could feel themselves involved in a single family. We acknowledge our deep debt to the authors and scientists, whose works constituted the bulk of the literature we studied. Most of them are mentioned in Appendix 1, on the theoretical foundations of motivation, or in the bibliography at the end of the book.
P. M.
How to use this book
While working on the book, we tried to make it read with pleasure and benefit, focusing on three groups of readers: over-busy managers seeking to identify ways and opportunities to motivate their staff; for specialists in the field human resources and human relationships, who want to keep track of all innovations in this area, as well as specialists who want to familiarize themselves with the basics of our work and make sure that our calculations and conclusions are valuable, meaningful, reasonable and supported by statistical data. We recommend that all of these readers begin their study of the book by completing the Motivational Profile Questionnaire (pp. 18-26) and calculating its results, since this is the basis of our entire research. This will not only reveal to you the deep mechanism of your own motivation, but also allow you to judge the motivation of other people. Working with the profile will also awaken your interest and desire to understand the influence of such factors of motivation as the need for achievement, authority (power), structure, etc.For a busy manager, we recommend either persuading all of their subordinates to complete the Motivation Profile, or, relying on their own experience and skill, observe and independently draw a conclusion about what motivates each of them. Once you've identified what you think are their main motivators, refer to the relevant chapters in this book. For example, if you think their most powerful motivators are the need for achievement and structured work, turn to the chapter on achievement and read the paragraph on Factor 7 combined with factor 3. If you think that your subordinates have a very low need for a particular motivation factor, you can limit yourself to at least an introduction to the chapter on this factor. In some cases, this will prompt you to refer to other chapters of the book as well. So, if you believe that factor 6 (desire to gain recognition) is relatively low for your staff, then at least read the introduction to the corresponding chapter.
In this way, you will gain some insight into the personal motivations of your team members. Then refer to a description of how they can perceive and respond to change ("Managing Change") or stress ("How to Deal with Stress"), or recommendations for how you can help your staff improve their skills ("Training and Improvement" ). You will also be able to find out how the motivational needs of your employees can affect their relationships with each other (“Working with people”) and the dynamics of teamwork (“Teamwork”). In each chapter, you are likely to only be interested in factors that are relevant to the individual characteristics of your employees.
If you are a manager seeking to become fully informed about motivation, you should read the entire book. It contains a lot of material that may seem controversial and inviting for controversy, so you could always keep this book close at hand and review it as you have time or a specific motivation problem arises. It should be borne in mind that sequential reading of the entire book can lead to information overload! The same is true for specialists in the field of human relations. Finally, if you are a professional, the entire book will be useful to you, including Appendix 1, on the theoretical foundations of motivation, and Appendix 2, “How the Motivation Profile was Developed,” which describes the research underlying this work.
We hope that from our book you will draw fresh ideas from the shaky world of motivation, and an exciting reading will provide you with the acquisition of useful experience and knowledge.
Part I
Motivational Profile Test
How to use the test
E
This test is designed and tested specifically to identify motivational factors that are highly rated by an employee, as well as those factors that he attaches little importance to as potential sources of job satisfaction. It will allow you to identify the needs and aspirations of the employee, and thereby get some idea of his motivational factors. The test is based on a comparison of the significance of a number of motivational factors that are important from the point of view of personnel management. For best results, questions should be answered quickly and without hesitation. Your first, perhaps not entirely conscious answer, is probably the most accurate reflection of your true feelings.
It will take you approximately one hour to answer all the questions in the Motivation Profile and calculate the results.
You should carefully read each statement of the questionnaire and enter your scores directly into the answer table. Make sure that all 11 points are distributed across the four suggested statements in each question (A-D).
Example
You need to distribute 11 points among the four options for each of the statements, indicated by the letters (a), (b), (c) and (d). There are 33 statements in total, therefore a total of 363 points are obtained. If you think that one of the factors is most important to you, give it 11 points; if you think it is not significant at all, do not give it a single point; in other cases, try at your own discretion to distribute all 11 points among the four proposed factors in each statement. Make sure that all 11 points are awarded. As an example, let's try to evaluate the following statement:I AM
would like to have a job where
there would be good wages and additional benefits
I could schedule work on my own
my activities could be noticed and appreciated by other people
there would be a lot of variety and change
If you think that statements (a) and (b) are most important to yourself, then you can award them, say, 6 and 5 points, respectively, nothing without leaving to evaluate the other two options - (c) and (d). It does not matter at all how you will distribute 11 points between the four options, the most important thing is that the estimates of the importance of each option of the statement would add up to 11 points.
The points you give for each factor should be entered directly into the answer table.
Questionnaire
To evaluate each of options (a), (b), (c), (d) within the above statements, use all 11 points.Assertions
I believe I could make a great contribution in a job like this where
good wages and other types of remuneration;
there is an opportunity to establish good relationships with colleagues at work;
I could influence decision-making and demonstrate my worth as an employee;
I have the opportunity to improve and grow as a person.
I would not like to work where
there are no clear instructions on what is required of me;
practically absent Feedback and assessing the effectiveness of my work;
what I do looks of little use and of little value;
poor working conditions, too noisy or dirty.
It is important for me that my work
has been associated with significant diversity and change;
gave me the opportunity to work with a wide range of people;
provide me with clear directions so that I know what is required of me;
allowed me to get to know the people with whom I work.
I suppose I would not be very interested in a job that
give me little contact with other people;
would hardly be noticed by other people;
would not have specific outlines, so I would not be sure what is required of me;
would be associated with a certain amount of routine operations.
I like work if
I clearly understand what is required of me;
I have a comfortable workplace, and I am a little distracted;
I have good remuneration and salary;
allows me to improve my professional quality.
I guess I would like it if
there would be good working conditions and there would be no pressure on me;
I would have a very good salary;
the job would actually be rewarding and satisfying;
my achievements and work would be appreciated.
be poorly structured, so it is not clear what to do;
provide too few opportunities to get to know other people well;
be of little importance and of little use to society or uninteresting to fulfill;
remain unrecognized, or should be taken for granted.
Satisfying work
associated with great diversity, change and stimulation of enthusiasm;
gives the opportunity to improve their professional qualities and develop as a person;
is useful and meaningful to society;
allows me to be creative (get creative) and experiment with new ideas.
It is important that work
recognized and appreciated by the organization I work for;
provide opportunities for personal growth and improvement;
was fraught with variety and change;
would allow the employee to influence others.
I do not believe that work will be satisfying if
in the process of its implementation, there are few opportunities to make contacts with different people;
salary and remuneration are not very good;
I am unable to establish and maintain good relationships with colleagues at work;
I have very little autonomy or flexibility.
The best job is one that
provides a good working environment;
gives clear instructions and clarifications about the content of the work;
involves the implementation of interesting and useful tasks;
allows you to get recognition for personal achievements and quality of work.
I probably won't do well if
there are few opportunities to set goals and achieve them;
I do not have the opportunity to improve my personal qualities;
hard work does not receive recognition and appropriate remuneration;
the workplace is dusty, dirty, or noisy.
In determining official duties important
give people the opportunity to get to know each other better;
provide the employee with the opportunity to set goals and achieve them;
to provide conditions for the manifestation of creativity by employees;
to ensure the comfort and cleanliness of the place of work.
I probably don't want to work where
I will have little independence and opportunities to improve my personality;
research and scientific curiosity are discouraged;
very few contacts with a wide range of people;
there are no decent allowances and additional benefits.
I would be satisfied if
it would be possible to influence the decision-making of other employees;
work would provide wide variety and change;
my achievements would be appreciated by other people;
I would know exactly what is required of me and how I should do it.
Work would be less satisfying if
would not allow setting and achieving difficult goals;
would not clearly know the rules and procedures for performing the work;
the level of payment for my work would not correspond to the level of complexity of the work performed;
I practically could not influence the decisions made and what others do.
I believe the position should provide
clear job descriptions and instructions on what is required of me;
the opportunity to get to know your work colleagues better;
the ability to perform complex production tasks that require the exertion of all forces;
variety, change and encouragement.
Work would be less satisfying if
would not allow the possibility of even a small creative contribution;
would be carried out in isolation, i.e. the employee would have to work alone;
there would be no favorable internal climate in which the employee could grow professionally;
would not give the opportunity to influence decision-making.
I would like to work where
other people recognize and appreciate the work I do;
I will have the opportunity to influence what others do;
there is a decent system of allowances and additional benefits;
new ideas can be put forward and tested and be creative.
It is unlikely that I would want to work where
there is no variety or change in work;
I will have little opportunity to influence the decisions I make;
wages are not too high;
working conditions are not good enough
I believe that a fulfilling job should include
clear guidelines so that workers know what is required of them;
the ability to be creative;
the opportunity to meet interesting people;
a sense of satisfaction and really interesting tasks.
Work will not be enjoyable if
minor allowances and additional benefits are provided;
working conditions are uncomfortable or the room is very noisy;
the employee is unable to compare his or her work with the work of others;
exploration, creativity and new ideas are discouraged.
I consider it important that my work provides me
many contacts with a wide range of interesting people;
the ability to set and achieve goals;
the ability to influence decision making;
high level of wages.
I don't think I would like the job if
working conditions are uncomfortable, the workplace is dirty or noisy;
little chance of influencing other people;
few opportunities to achieve the set goals;
I couldn't get creative and come up with new ideas.
In the process of organizing work, it is important
ensure the cleanliness and comfort of the workplace;
create conditions for the employee to show independence;
provide for the possibility of diversity and change;
provide a person with ample opportunities for contacts with other people.
Most likely I would not want to work where
working conditions are uncomfortable, i.e. noisy or dirty, etc .;
few opportunities to make contact with other people;
the work is not interesting or rewarding;
work is routine and tasks rarely change.
Work is likely to be satisfying when
people recognize and appreciate a job well done;
there is ample room for maneuver and flexibility;
you can set challenging and daring goals;
there is an opportunity to get to know your colleagues better.
I would not like a job that
would not be useful and would not bring feelings of satisfaction;
would not contain an incentive to change;
would not allow me to establish friendships with others;
would be non-specific and would not pose complex problems.
I would be willing to work where
interesting and useful work;
people can establish long-term friendships;
I would be surrounded by interesting people;
I could influence decision-making;
I do not believe that the work should
provide that a person works alone most of the time;
give little chance of recognition of the personal achievements of the employee;
hinder the establishment of relationships with colleagues;
consist mainly of routine duties.
Well-planned work is a must
provides a sufficient set of benefits and many premiums;
has clear recommendations for implementation and job responsibilities;
provides an opportunity to set goals and achieve them;
stimulates and encourages the development of new ideas.
I would consider that Work is not satisfying if
would not be able to carry out complex promising work;
there would be few opportunities for creativity;
only a small fraction of independence would be allowed;
the very essence of the work would not seem useful or necessary.
The most important job characteristics are
opportunity for creativity and original non-standard thinking;
important responsibilities, the fulfillment of which brings satisfaction;
the ability to establish good relationships with colleagues;
the presence of significant goals that the employee is called upon to achieve.
The key to the test
After completing the test, you will receive an overall score for each of the 12 motivational factors. A large number of points awarded to a factor indicates its high importance for you, a small number of points shows low level needs in relation to other factors. After describing each motivational factor, the distribution mode (most common value), median (average value) and range of dispersion (lowest and highest value) of each factor contained in our database, i.e. in the responses of 1,355 managers and professionals with whom we worked. You should also pay attention to the histograms given at the beginning of each chapter. You will be able to understand the shape of the distribution curve and plot the obtained result for comparison.Factor number
The need for high wages and material remuneration; desire to have a job with a good set of benefits and allowances. This need reveals a tendency to change in the process of working life; an increase in spending leads to an increase in the importance of this need (for example, the presence of debt, the emergence of new family obligations, additional or heavy financial obligations). Fashion - 27, copper ana - 19, range - 0-96.
The need for good working conditions and a comfortable environment. Fashion - 17, median - 17, range - 0-83.
The need for clear structuring of work, the availability of feedback and information that allows judging the results of their work, the need to reduce uncertainty and establish rules and directives for the performance of work. (A measure of need for guidance and certainty; a need that can serve as an indicator of stress or anxiety, and that can increase or decrease when a person faces major changes in their personal life or work.) Fashion 26, median 25, range 0-69.
The need for social contacts: communication with a wide range of people, a slight degree of trust, close ties with colleagues. (This is a measure of willingness to work with other people, and should not be confused with how well a person treats their colleagues. This factor can be very low, but a person can still be quite socially adapted.) Fashion - 27, median - 25 , the range is 0-81.
The need to form and maintain long-term stable relationships, a small number of work colleagues, a significant degree of closeness of relationships, trust. (The need for closer contacts with others. As in the case of factor 4, its low value does not indicate weak social adaptation and lack of social skills.) Fashion - 18, median - 19, range - 0-45.
The need to win recognition from other people, so that others appreciate the merits, achievements and successes of the individual. (This indicator indicates sympathy for others and good social relationships, this is the need of the individual for attention from other people, the desire to feel their own worth.) Fashion - 35, median - 36, range - 0-88.
The need to set ambitious and challenging goals for oneself and achieve them; it is an indicator of the need to pursue goals and be self-motivated. (An indicator of the desire to outline and conquer difficult, promising frontiers.) Fashion - 36, median - 36, range - 2-81.
The need for influence and power, the desire to lead others; persistent pursuit of competition and influence. (This is an indicator of competitive assertiveness, since it requires comparing with other people and influencing them.) Fashion - 31, median - 31, range - 0-79.
The need for variety, change and stimulation; the desire to avoid routine (boredom). (Indicates a tendency to always be in a state of elation, ready for action, love of change and stimulation.) Fashion 34, median 35, range 0-78.
The need to be creative, analytical, thinking worker, open to new ideas. (This indicator indicates a tendency towards the manifestation of inquisitiveness, curiosity and non-trivial thinking. But the ideas that a given individual brings and strives for will not necessarily be correct or acceptable.) Fashion - 32, median - 33, range - 5-81 ...
The need for improvement, growth and development as a person. (Indicator of desire for independence, independence and self-improvement.) Fashion - 35, median - 32, range - 7-84.
The need for a sense of the demand for interesting socially useful work. (This is an indicator of the need for work, filled with meaning and value, with an element of social utility.) Fashion - 41, median - 43, range - 15-97.
Motivation Management
Sheila Ritchie and Peter Martin
Translation from English
edited by Doctor of Psychology, Professor E.A. Klimova
Recommended by the Educational and Methodological Center "Professional Textbook" as a textbook for university students studying in the specialties 062100 "Personnel Management", 061100 "Organization Management", 020400 "Psychology"
UDC 005.96: 331.101.3 (075.8) BBK 60.823.3я73 R56
Editor-in-chief of the publishing house, Doctor of Economics N. D. Eriashvili
Translation from English E.E. Lalayan
Richie S., Martin P.
P56 Motivation management: Textbook. manual for universities / Per. from English, ed. prof. E.A. Klimov. - M .: UNITI-DANA, 2004 .-- 399 p. - (Series "Foreign textbook").
ISBN0-566-08102-4 (English) ISBN5-238-00599-7 (Russian)
Written by training professionals, this book is based on research on human needs. 12 factors are considered that can be used as motivators in the conditions of work collectives.
Analysis of each of the motivational factors, their compatibility and mutual influence gives a real picture of a person's needs.
For managers and senior executives, the book allows you to get a general idea of the methods of managing employees with different characters, needs, goals. Managers can modify the proposed recommendations and management tools based on their own experience and situation.
For students, graduate students and teachers, as well as managers, personnel managers, personnel departments workers, psychologists of enterprises and organizations.
BBK 60.823.3 I am73
ISBN 0-566-08102-4 Motivation Management ISBN 5-238-00599-7 (Russian) Text © Sheila Ritchie and Peter Martin 1999
Motivation-to-work Profile © Sheila Ritchie 1988 etseg All rights reserved.
Published by Gower Publishing Limited Gower House, Croft Road, Aldershot Hampshire GU11 3HR England © UNITY-DANA PUBLISHING, translation, design, 2003
Foreword
The idea for this book came from a desperate situation. We, as trainers, came to understand that motivation, as a separate subject, has not been able to achieve full development. Managers continued to be trained as if Maslow, Herzberg, and MacGregor were the only authors worthy of attention and study. No one argues, they were indeed pioneers in their field and made significant contributions, but since then no research has emerged that is as universally recognized or studied as widely as the work of these authors. However, their works were created during the 1940-1960s. Of course, since then, management science had to go ahead. And we believe that the process should touch not only theory, but also the development of motivational tools for practical use in management.
A careful analysis of the existing literature has led nowhere. The only thing that remained was to engage in independent research. Of course, the prospect is not easy, but this is the only way to provide managers with the help they say they need so much. As training specialists, we had a significant advantage in this area. We spoke to large groups of managers at all levels in various industries, commerce and government. The only thing that we could not immediately grasp was the scale of the task that had to be solved.
And the first question that arose was the question of how we should act. Work was required that was perhaps more valuable on the basis of nonparametric statistics and in the field of social and individual research. Something simple enough to use was required, but with depth and versatility. We conceived to reveal the individuality of a person as opposed to the mass of people, and we needed tools that could show how people interact with each other in a team environment. Finally, we set out to build a model that could be modified and improved depending on subsequent research.
Of course, we were aware of the fact that there is no simple theory that could provide a complete explanation of the individual needs of a person. Man simply, by his nature, does not lend itself to complete analysis. And, of course, we were happy to accept this fact as a starting point for our research. This is a guarantee that, for example, the unshakable Berlin Wall will someday be destroyed anyway, and the most insoluble disputes will be settled. So the task was primarily to simplify the complex and accumulate a sufficient amount of useful material for practical use.
We decided to act without abandoning what was previously achieved, but based on it. We looked at factors that were identified as motivators by previous research and experience, and added new motivators to them, which, in our opinion, have not yet been sufficiently taken into account. In the absence of a complete motivational picture, a number of motivators should have been proposed that would be optimal for practical use by ever-busy managers. We ended up with 12. Some of these 12 motivators turned out to be more important on closer inspection than others, so in practice the number may be less than 12.
Further research may show that the identified 12 motivators do not provide the most complete understanding of the essence of motivation. But this is not important: it was necessary to start somewhere, and the use of the most modern ideas in this area seemed to us a good starting point for research. In practice, this approach has provided us with an additional advantage. It lies in the fact that in the process of using our recommendations and our proposed tools, managers can modify them based on their own experience and observations. They can improve on our proposed model and even build their own. We will be happy to help them and would certainly like to know their thoughts and conclusions.
So how were we supposed to solve our problem? The first step was to identify those factors that motivate people, in their own opinion. The second step was to determine if they accepted the correctness of our own conclusions on this matter. Then it was necessary to find out whether people are aware of how they perceive themselves. This can be understood both through direct questions and indirectly, for example, by asking them to describe colleagues with whom they find it easy to work and those with whom, in their opinion, it is difficult to work together, etc. We have coped with this work, but, as it became clear, further research in this direction can be very fruitful. At this point, we were encouraged not only by the formal results of the research, but also by the fact that we did succeed. It turned out that people are truly aware of their essence. But a much more pleasant discovery for us was that the teams of workers perceive themselves as such and are full of enthusiasm for their involvement in the further development and improvement of teams. Teams and people, as it turned out, are aware of the tools that allow them to communicate constructively as they work and build their relationships on a creative basis. And while there was still a lot of work ahead of him, the initial frustration at the lack of motivational tools that prompted the job began to diminish.
How did we achieve this? The first stage of the work - asking people what, in their opinion, motivates them - was performed using the developed self-assessment test. For this purpose, the old, as the world, traditional approach of forced choice was used, in which the test takers had to "weigh" the relative value of each of the 12 motivational factors. Appendix 2, which describes the development of this test, describes how each tool was identified and tested, how it was then developed, and how we arrived at the final version of the test. The result of our research has become a unique Motivation profile (Motivation test) for each person who identifies the relative value of each of the 12 motivators.
Of course, we could not measure the absolute value of each individual's motivational need. For example, measure the "absolute" strength of the objective need for diversity on a motivational scale similar to the scale proposed by Richter for assessing the strength of an earthquake. Such an accurate assessment is obviously impossible, although in the chapter “Personnel selection” we have made some progress in this direction. Likewise, it is impossible to categorically assert that a certain person's need for achievement is five times greater than the need for power. What is absolutely true is that each of those who passed the test "weighed" all 12 motivational factors in importance relative to each other, and this provided a realistic picture of their relative needs. In this way, a person can find out that their need for diversity at work, for example, outweighs their need for achievement, as well as gain some idea of their relative value to themselves.
The practical benefit of our research for managers is that it will allow them to get a general understanding of the methods of managing employees with different needs. And most likely, these people will be more different than similar to each other. In the research process, the first task was to try to draw conclusions about what motivates the managers themselves in general. We needed a databank with the answers of a large number of respondents, about a thousand questionnaires with detailed answers (profiles). It took four years to create such a data bank. Later, we also collected 412 more questionnaires to test the theory of the growth of stress caused by increased competition and reduction in the number of staff of organizations. In doing so, to come to this conclusion, Herzberg used an initial database of 200 questionnaires. The survey participants were managers with whom we met in the course of doing business, as well as those who studied in our courses. Then came the screenings. We looked at the fashion, mean values of indicators and the range of values (lowest and highest values) of each factor. The tool chosen provided reasonable acceptable results and appeared to be not only meaningful but also reliable (see the appendix for more details). We critically compared the initial 1054 and subsequent 412 questionnaires and, as a result, selected 1355 suitable for further work and complete questionnaires.
It is interesting to note that practically no significant differences were found in the responses of representatives of various types of activity. This was partly due to the fact that we were unable to find a sufficiently rigorous method, say, based on a standard classification of industries, for classifying and characterizing jobs in different areas of activity. Therefore, I had to deal with generalized categories of professions, for example, architect, engineer, financial manager, civil servant (official), etc. We concluded that the differences between individuals are more significant and profound than the differences between professions. In addition, several interesting results were obtained. For example, although the respondent group we surveyed consisted mainly of managerial personnel (managers), the results showed a relatively lower desire for power and influence than might be expected. It turned out that the need for recognition of one's own achievements and for the achievements themselves is much higher than the need for influence, a result that forced us to study methods for selecting and improving managers, questions of role content and the effectiveness of their activities.
I had to think carefully about an important observation made by a clinical psychologist that so many people work in the “wrong” job, and therefore one cannot expect that their needs will coincide with the needs of this job (this type of activity)! Interviewing respondents only confirmed the specialist's observation: too many people claimed that their work was not suitable for them, or, even worse, provoked constant stress in them. We even wondered if someday most professions will be performed by people who find the job satisfying, or at least not unpleasant.
Another aspect in which we expected to find significant differences is national motivational trends. After all, experts such as Hofstede (1994) and Trompenaars and Hampden-Turner (1997), using their developed assessment methods, reported significant differences in attitudes towards work. We failed to find such: the differences between individuals within a group or within a country were quite striking; intergroup differences, as well as interethnic differences, were practically not visible. Our database has identified many other aspects of individual motivation, which we will discuss in detail below.
How can managers use our findings in practice? We focused on the study of the essence of motivation, which we understand as the satisfaction of human needs (in the process of work). When a person is motivated correctly, he thinks and acts in the right way, i.e. laughs more, grumbles less and complains less. It follows that the manager's job is to determine what motivates people. Should a person be provided with opportunities, say, to achieve success and advancement or to increase the variety of work performed, or should the duties performed by him be substantially regulated? How can a manager figure it out? Our Motivation Profile is a good starting point for this challenge. It provides a useful framework for structured discussion and, when combined with the individual characteristics of other members of the team, provides some insight into how the team should be run. Filling out the profile should take place in a friendly atmosphere, excluding any hint of a threat of consequences for untrue answers. Self-assessment tests are only effective when people are genuinely answering questions because they want to understand what motivates them. This issue of sincerity will be explored in more detail in Appendix 2, on developing a motivational profile.
Another opportunity for a manager is, alone or in combination with self-assessment tests, to use his observer capabilities to determine if his people are motivated, and then to consider the reasons for motivation. For example, a manager, watching a smiling employee walk with a slightly relaxed gait, should ask the question "What is he so happy about?" And if the answer to this question is “because he had the opportunity to be creative and succeeded,” then that means that creativity can be his motivator. Over time, managers can develop a systematic picture of the factors that motivate those around them. Likewise, our book offers a starting point for those seeking to reflect on themselves and their motives. But whoever the book is intended for and whoever thinks about it, in any case, he will find a detailed study of all 12 motivators, interactions of people in groups, and methods of motivating teams. We are confident that we are putting a powerful learning tool in the hands of busy managers. With systematic use, the lessons of this book will become an indispensable guide for them in their professional activities. And then we will check if our work was really useful.
Sheila Richie Peter Martin
Scientists have identified twelve basic needs of the worker. To determine the individual combination of the most and least relevant needs for a particular person, which they called a motivational profile, they developed a test. The latter makes it possible to quantitatively assess the relative importance of these needs for a particular person and graphically represent his motivational profile ...
Scientists have attempted to systematize types of loyalty, taking as a basis certain needs (some psychologists believe that employee loyalty in the company is a function of meeting his needs in it). However, the list of such needs was not complete enough. At the same time, the very idea of systematization is very attractive from the point of view of increasing satisfaction, the formation of loyalty and motivation, since the scheme for the formation of loyalty in this case looks quite simple. It is necessary to identify the basic needs of a person, prompting him to work, professional activity, and satisfy them. As a result, we will get high job satisfaction and, as a result, a high level of loyalty and motivation.
The complexity of such an approach would be provided by the number of identified needs that determine the satisfaction and loyalty of each individual employee, as well as the degree of their satisfaction in a particular organization. One of the successful options for implementing this approach was proposed by Sheila Ritchie and Peter Martin in the book "Managing Motivation" (M., Unity-Dana, 2004). They understand the essence of motivation as the satisfaction of human needs in the process of work.
Having investigated the many needs that can be satisfied in the process of human labor activity, S. Ritchie and P. Martin settled on twelve basic needs. They can be expressed to different degrees in different people: for one it is important that work provides an opportunity personal growth, for the other - the possibility of achieving a high status, power over others, the third strives for diversity in work, etc. Therefore, to determine the individual combination of the most and least relevant (significant) needs for a particular person, which was called motivational profile, they developed a test (see. Appendix). It makes it possible to quantify the relative importance of these needs for a particular person and graphically represent his motivational profile (see. diagram). The book "Motivation Management" contains a detailed description (interpretation) of the behavior of people who have a different combination of significant needs for them, that is, a different motivational profile and recommendations for meeting these needs in the process of work.
Let us consider situations when one of the needs identified by the creators of the proposed methodology is dominant for a person. Moreover, only those cases when one need is the most significant for a person, and all the others are evenly distributed in the motivational profile. In practice, a combination of two or more dominant needs is possible.
In describing each motivational factor (actual need), the authors of the methodology cite the value most often found in the responses of 1355 managers ( fashion ), mean ( median ), as well as the lowest and highest values ( range ). These data make it possible to assess how high the significance of a particular need in society in general (fashion) is, as well as the significance of each need for a particular person, comparing the data of his motivational profile with the average value (median).
The need for high wages and material reward; desire to have a job with a good set of benefits and allowances. Mode - 27, median - 19, range - 0–96. This need reveals a tendency to change in the process of working life. An increase in spending leads to an increase in the importance of this need (for example, the presence of debts, the emergence of new family obligations, additional or heavy financial obligations).
Motivating workers with high rates of need for money, on the one hand, is simple: if there is an opportunity to earn more with more effort, then workers will be highly motivated and satisfied with their work. That is, their motivation is to ensure a strong causal relationship between effort and reward. On the other hand, motivation with the help of money is associated with such difficulties as loss of managerial control, determination of a fair level of remuneration, etc. Before motivating such workers, you need to make sure of their competence. They also need additional oversight as they may ignore contractual or technology requirements in their pursuit of money. Such people are not very fond of working in a team, as they prefer to receive money for their own efforts. They can view their teammates as potential competitors and even as employees who interfere with their work.
The need for good working conditions and a comfortable environment. Mode - 17, median - 17, range - 0–83. As you can see, the requirements for working conditions are generally not high. At the same time, the authors of the methodology note that high indicators of this factor, obtained during testing of personnel, can signal dissatisfaction with some other need, for example, express dissatisfaction with the manager, an unfavorable psychological climate. Therefore, when faced with high values of this need, it is necessary first of all to consider the human relations that have developed in the organization, its corporate culture. If no such difficulties have been identified, then, most likely, it is the working conditions that are the problem, the solution to which is to improve them.
The need for clear structuring of work, the presence of feedback and information that allows you to judge the results of their work, the need to reduce uncertainty and establish rules and guidelines for the performance of work. Mode - 26, median - 25, range - 0–69. People with a high need to structure their work need to know exactly what is required of them. They want to be sure that they are following all production procedures. Lack of guidance and information will stress them out. Such people strive for a high level of organization. They want the world to be orderly, predictable, and controlled. People with high scores of this need should be motivated by establishing clear order or giving them the opportunity to establish their own order.
For people with a low need for structuring work, all sorts of rules and regulations cause irritation and even stress. Attempts to regulate and control the activities of such people can cause them fierce resistance and even lead to conflict.
Considering the need for structuring and organizing work, C. Ritchie and P. Martin note that such a need can change under the influence of time and circumstances. It can increase during periods of uncertainty and change, and decrease under conditions of stability.
The need for social contacts: in communication with a wide range of people, a slight degree of trust, connections with colleagues, partners and clients. Mode - 27, median - 25, range - 0–81. Such employees receive satisfaction and positive emotions from numerous contacts with other people. Many of them are able to show tolerance to the surrounding bustle, noise, which invariably accompany joint work. Thus, by creating the conditions for multiple contacts or moving to positions that involve such contacts, it is possible to increase the satisfaction of these employees. At the same time, those with a low indicator cannot be suspected of being unable to maintain social contacts. They just don't need a lot of them. These workers may prefer loneliness, enjoy their work, and regret spending time talking to other employees.
The need to form and maintain long-term, stable relationships, suggesting a significant degree of closeness of relationships, trust. Mode - 18, median - 19, range - 0–45. An attempt should be made to create a relationship-rewarding moral climate. These workers will be satisfied with the trust, good working and personal relationships of an effective team.
The need to win recognition on the part of other people, so that others appreciate the merits, achievements and successes of the individual. Mode - 35, median - 36, range - 0–88. The motivation of such people consists in satisfying such a need by various means: from oral gratitude to material encouragement. The leader needs to consider that the perception of expressions of appreciation depends on his sincerity. If the confession sounds insincere, it can destroy motivation (demotivate). Moreover, different people need different forms of recognition. Some need to express gratitude in a solemn atmosphere in the presence of work colleagues, others - just say "thank you" in the process. Of course, recognition should be manifested immediately after an event, an act that deserves it, while recognition of merit does not have to be accompanied by material reward.
The need for recognition can make a person dependent on the approval of others. High rates of this need serve as an indicator of significant self-doubt. Such a person will not be able to make independent decisions. An important component of motivation should be individual work, aimed at increasing independence, independence. In this case, the authors of the methodology recommend sometimes using such a technique as criticizing actions with the assurance that, despite the disadvantages discussed, such a worker is still appreciated.
The need to set ambitious, challenging goals for yourself and achieve them... Fashion - 36, median - 36, range - 2–81. The predominant feature of such people is the desire to do everything on their own. They can volunteer to work overtime and give their best at work. But before embarking on an assignment, they must make sure that the goal is measurable, measurable. They will instinctively avoid activities involving uncertainty where it is difficult or impossible to measure contributions and achievements. Workers striving for achievement, write C. Ritchie and P. Martin, should always feel driven by some goal. If they are deprived of it, life may seem meaningless to them. Having achieved their goal, employees experience a few moments of triumph, and then restlessness takes over, and they are again ready to achieve.
These types of workers do not know how to manage, but they are often promoted to management positions. Due to their tendency to compete, it can be difficult for them to work in a team.
The motivation of these workers is to clearly define the goal and build a complete commitment to it. The preparation of conditions for the concentration of their energy is of great importance.
The need for influence and power, the desire to lead others is an indicator of competitive assertiveness, since it requires comparing with other people and influencing them. Mode - 31, median - 31, range - 0–79. C. Ritchie and P. Martin write that those who seek to influence are of undoubted interest for any organization. At the same time, the key issue that should be considered comes down not only to a person's ability to influence, but also to what in the name of which he seeks to influence others. Is influence humane, directed in the interests of organization and delegation of authority? Or is it aimed only at achieving their own interests and manifests itself in a harsh destructive manner? In addition, the urge to influence is almost always met with resistance from other people. Therefore, relationships can become hostile and especially problematic if an employee who is imperious and influential lacks tact, diplomacy, tolerance, in other words, everything that is usually denoted by the concept of "social intelligence". The motivation of such people is to provide the opportunity to constructively influence others in order to achieve organizational goals. Moreover, training in acceptable methods of influence and methods of exercising power, including practical training, should be an important part of their motivation.
The need for variety, change and stimulation, the tendency to avoid routine. Mode - 34, median - 35, range - 0–78. Indicates the tendency to always be in a state of elation, readiness for action, love for change. These people need a constant opportunity to switch to something new. When they get down to business with great energy, they soon become bored. They can almost unconsciously shy away from planning their activities. If the nature of the work involves constant changes, if an influx of fresh energy and new initiatives is required, then such people will be perfect for such work.
In the absence of the opportunity to motivate such people to provide them with an activity that involves elements of diversity, the authors of the methodology recommend, in particular, to focus on showing them the path to further incentives: "When this project is completed, you will have a great opportunity to take up a new business."
You can try to imagine unfinished work as the new kind activities. The task of the manager is to constantly stimulate such an employee to complete the task, to complete what has been started.
The need to be creative, an analytic, thinking worker, open to new ideas. Fashion - 32, median - 33, range - 5–81. This indicator indicates a tendency towards the manifestation of inquisitiveness, curiosity and non-trivial thinking. Although the ideas that such a person brings and strives for will not necessarily be correct or acceptable. If managed correctly, these people are very useful to any organization. But their creativity, as C. Ritchie and P. Martin argue, should be focused on business objectives. If creativity cannot be concentrated, it cannot be used.
It is very important for creatives to have the right to make mistakes, as they are very vulnerable in this regard. If corporate culture the company is not tolerant, if every meeting turns into accusations and ridicule, then creative employees will prefer not to share their ideas.
Need for self-improvement, growth and development as a person. Fashion - 35, median - 32, range - 7–84. This is an indicator of the desire for independence and self-improvement. People who have a high need for self-improvement evaluate their work precisely from such positions. Personal growth pushes them towards independence, which in its extreme expression can turn into a desire not to depend on anyone.
Motivating employees with such aspirations requires the leader to be able to match what they are striving for with what the organization needs. As noted by S. Ritchie and P. Martin, the very discussion of this problem with the employee can play a motivating role, as it will show him that the manager understands his needs and seeks to satisfy them.
In order to motivate such employees, situations should be created that would satisfy their urgent need: periodically send them to courses, seminars, involve personnel in training, to perform tasks that require self-development.
The need for interesting, socially useful work... Fashion - 41, median - 43, range - 15–97. The creators of the methodology emphasize that the desire for interesting and useful work is more important than other factors of motivation. There are ample opportunities for motivation here. If a person has a high need for useful and interesting work, then the task of the manager is to organize activities in such a way that employees can perceive it as interesting and useful, otherwise other motivational factors do not work in full force.
It is necessary to find out what a particular employee means in terms of “interesting” and “useful” work. To enhance the perception of the usefulness of the work, it is advisable to explain to the performers the broader context in which their particular work occupies a certain position and has a certain meaning.
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Appendix Studying the motivational personality profile TEST Read each statement carefully. Rate its significance in points by distributing 11 points among the four options for completing the sentence proposed in each paragraph. To evaluate each of the options ( a B C D) within the above statements, use all 11 points. Write your grades directly into the answer table, where the horizontal line numbers correspond to the statement numbers. Look for a variant letter on each line and place its grade next to it. Make sure that all 11 points are distributed. Questions should be answered quickly, without hesitation. 1. I believe I could make a great contribution in a job where ... 2. I would not like to work where ... 3. It is important for me that my work ... 4. I believe that I would not be very interested in a job that ... 5. I like work if ... 6. I think I would like it if ... 7. I don’t think the job should ... 8. Work that brings satisfaction ... 9. It is important that work ... 10. I do not believe that work will be satisfying if ... 11. The best job is a job that ... 12. I probably won't do well if ... 13. When defining job responsibilities, it is important ... 14. I probably don't want to work where ... 15. I would be satisfied if ... 16. Work would be less satisfying to me if ... 17. I believe the position should provide ... 18. Work would be less satisfying if ... 19. I would like to work where ... 20. It is unlikely that I would want to work where ... 21. I believe that satisfying work should involve ... 22. Work will not be enjoyable if ... 23. I consider it important that the work provides me ... 24. I don't think I would like the job if ... 25. In the process of organizing work, it is important ... 26. Most likely, I would not want to work where ... 27. Work is rewarding, probably when ... 28. I would not like a job that ... 29. I would show the desire to work where ... 30. I do not believe that the work should ... 31. Well-planned work is a must ... 32. I would consider that work is not satisfying if ... 33. The most important characteristics of the position are ...
Processing of results Column numbers in table meet the twelve needs described above. Calculate the total score in each column. This will be quantitative indicators the relative importance of these needs for the individual. An example of a motivational profile
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TEST
Read each statement carefully. Rate its significance in points by distributing 11 points among the four options for completing the sentence proposed in each paragraph. To evaluate each of the options ( a B C D) within the above statements, use all 11 points. Write your grades directly into the answer table, where the horizontal line numbers correspond to the statement numbers. Look for a variant letter on each line and place its grade next to it. Make sure that all 11 points are distributed.
Questions should be answered quickly, without hesitation.
1. I believe I could make a great contribution in a job where ...
a) good wages and other types of remuneration;
b) there is an opportunity to establish good relationships with colleagues at work;
c) I could influence decision-making and demonstrate my dignity as an employee;
d) I have the opportunity to improve and grow as a person.
2. I would not like to work where ...
a) there are no clear instructions on what is required of me;
b) there is practically no feedback and assessment of the effectiveness of my work;
c) what I am doing looks of little use and of little value;
d) poor working conditions, too noisy or dirty.
3. It is important for me that my work ...
a) was associated with significant diversity and change;
b) gave me the opportunity to work with a wide range of people;
c) provide me with clear directions so that I know what is required of me;
d) allowed me to get to know the people with whom I work.
4. I believe that I would not be very interested in a job that ...
a) would provide me with little contact with other people;
b) would hardly have been noticed by other people;
c) would not have specific outlines, so I would not be sure what is required of me;
d) would be associated with a certain amount of routine operations.
5. I like work if ...
a) I clearly understand what is required of me;
b) I have a comfortable workplace and have few distractions;
c) I have good remuneration and salary;
d) allows me to improve my professional qualities.
6. I think I would like it if ...
a) there would be good working conditions, and there would be no pressure on me;
b) I would have a very good salary;
c) the work would actually be useful and bring me pleasure;
d) my achievements and work would be appreciated.
7. I don’t think the job should ...
a) be poorly structured, so it is not clear what should be done;
b) provide too few opportunities to get to know other people well;
c) be of little importance and of little use to society or uninteresting to carry out;
d) remain unrecognized or its implementation should be taken for granted.
8. Work that brings satisfaction ...
a) is associated with significant diversity, change and stimulation of enthusiasm;
b) makes it possible to improve their professional qualities and develop as a person;
c) is useful and significant for society;
d) allows me to be creative (get creative) and experiment with new ideas.
9. It is important that work ...
a) is recognized and appreciated by the organization in which I work;
b) would provide opportunities for personal growth and improvement;
c) was associated with great variety and change;
d) would allow the employee to influence others.
10. I do not believe that work will be satisfying if ...
a) in the process of its implementation, there are few opportunities to make contacts with different people;
b) salary and remuneration are not very good;
c) I am unable to establish and maintain good relationships with colleagues at work;
d) I have very little independence or flexibility.
11. The best job is a job that ...
a) provides a good working environment;
b) gives clear instructions and explanations about the content of the work;
c) involves the implementation of interesting and useful tasks;
d) allows you to receive recognition of personal achievements and quality of work.
12. I probably won't do well if ...
a) there are few opportunities to set goals and achieve them;
b) I do not have the opportunity to improve my personal qualities;
c) hard work does not receive recognition and appropriate remuneration;
d) the workplace is dusty, dirty or noisy.
13. When defining job responsibilities, it is important ...
a) give people the opportunity to get to know each other better;
b) provide the employee with the opportunity to set goals and achieve them;
c) to provide conditions for the expression of creativity by employees;
d) ensure the comfort and cleanliness of the place of work.
14. I probably don't want to work where ...
a) I will have little independence and opportunities to improve my personality;
b) research and scientific curiosity are not encouraged;
c) very few contacts with a wide range of people;
d) there are no worthy allowances and additional benefits.
15. I would be satisfied if ...
a) it would be possible to influence the decision-making of other employees;
b) work would provide a wide variety and change;
c) my achievements would be appreciated by other people;
d) I would know exactly what is required of me and how I should do it.
16. Work would be less satisfying to me if ...
a) would not allow setting and achieving difficult goals;
b) would not clearly know the rules and procedures for performing the work;
c) the level of payment for my work would not correspond to the level of complexity of the work performed;
d) I practically could not influence the decisions made and what others do.
17. I believe the position should provide ...
a) clear job descriptions and instructions on what is required of me;
b) the opportunity to get to know your colleagues at work better;
c) the ability to perform complex production tasks that require the exertion of all forces;
d) variety, change and encouragement.
18. Work would be less satisfying if ...
a) would not allow the possibility of even a small creative contribution;
b) would be carried out in isolation, that is, I would have to work alone;
c) there would be no favorable internal climate in which I could grow professionally;
d) would not give an opportunity to influence decision-making.
19. I would like to work where ...
a) other people recognize and appreciate the work I do;
b) I will have the opportunity to influence what others do;
c) there is a decent system of allowances and additional benefits;
d) you can put forward and test new ideas and be creative.
20. It is unlikely that I would want to work where ...
a) there is no diversity or change in work;
b) I will have little opportunity to influence the decisions I make;
c) wages are not too high;
d) the working conditions are not good enough.
21. I believe that satisfying work should involve ...
a) the presence of clear instructions so that workers know what is required of them;
b) the ability to be creative (creative approach);
c) the opportunity to meet interesting people;
d) a sense of satisfaction and really interesting tasks.
22. Work will not be enjoyable if ...
a) there are insignificant allowances and additional benefits;
b) working conditions are uncomfortable or the room is very noisy;
c) there will be no opportunity to compare their work with the work of others;
d) research, creativity and new ideas are not encouraged.
23. I consider it important that the work provides me ...
a) a lot of contacts with a wide range of people of interest to me;
b) the ability to establish and achieve goals;
c) the ability to influence decision-making;
d) a high level of wages.
24. I don't think I would like the job if ...
a) the working conditions are uncomfortable, the workplace is dirty or noisy;
b) there is little chance of influencing other people;
c) few opportunities to achieve the set goals;
d) I could not show creativity (creativity) and suggest new ideas.
25. In the process of organizing work, it is important ...
a) ensure the cleanliness and comfort of the workplace;
b) create conditions for the manifestation of independence;
c) provide for the possibility of diversity and change;
d) provide ample opportunities for contacts with other people.
26. Most likely, I would not want to work where ...
a) working conditions are uncomfortable, i.e. noisy, dirty, etc .;
b) few opportunities to make contacts with other people;
c) the work is not interesting or useful;
d) routine work and tasks rarely change.
27. Work is rewarding, probably when ...
a) people recognize and value a job well done;
b) there is ample room for maneuver and flexibility;
c) you can set challenging and daring goals;
d) there is an opportunity to get to know your colleagues better.
28. I would not like a job that ...
a) would not be useful and would not bring feelings of satisfaction;
b) would not contain an incentive to change;
c) would not allow me to establish friendships with others;
d) would be non-specific and would not pose difficult tasks.
29. I would show the desire to work where ...
a) the work is interesting and useful;
b) people can establish long-term friendships;
c) I would be surrounded by interesting people;
d) I could influence decision making.
30. I do not believe that the work should ...
a) provide that a person works alone most of the time;
b) give little chance of recognition of the employee's personal achievements;
c) hinder the establishment of relationships with colleagues;
d) consist mainly of routine duties.
31. Well-planned work is a must ...
a) provides for a sufficient set of benefits and many allowances;
b) has clear recommendations for implementation and job responsibilities;
c) provides an opportunity to set goals and achieve them;
d) stimulates and encourages the advancement of new ideas.
Motivation management
Original title: Motivation Management
Publisher: Unity-Dana
Year of publication: 2004
Pages: 400 p.
ISBN: 0-566-08102-4
Written by training professionals, this book is based on research on human needs. 12 factors are considered that can be used as motivators in the conditions of work collectives.
Analysis of each of the motivational factors, their compatibility and mutual influence gives a real picture of a person's needs.
For managers and top managers, the book allows you to get a general idea of the methods of managing employees with different characters, needs, goals. Managers can modify the proposed recommendations and management tools based on their own experience and situation.
For students, graduate students and teachers, as well as managers, personnel managers, personnel departments workers, psychologists of enterprises and organizations.
Foreword
How to use this book
Part I. Test "Motivational profile"
How to use the test Questionnaire
Part II. Twelve motivational factors
Factor 1. High earnings and material incentives
Factor 2. Physical working conditions
Factor 3. Structuring
Factor 4. Social contacts
Factor 5. Relationships
Factor 6. Recognition
Factor 7. Striving for achievement
Factor 8. Power and influence
Factor 9. Diversity and Change
Factor 10. Creativity
Factor 11. Self-improvement
Factor 12. Interesting and useful work
Part III. Motivation in action
Change management
How to deal with stress
Teamwork
Training and improvement
Staff selection
Ability to work in a team
Applications
Appendix 1. Theoretical foundations
Appendix 2. Development of a Motivational Profile
Bibliographic list
