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Career motivation test - theoretical background, test structure and validation study highlights
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Career Motivation Test
Presentation by Ilona Jerabek, PhD
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About PsychTests
Meat = development and validation of psychometric assessments
Gravy = satellite products facilitating delivery of the assessments
Side dish = compatibility systems, HR consulting, training and coaching
Desert = fun tests and quizzes
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About PsychTests
Online since 1996 More than 100 professional tests
Career Personality Intelligence Sports Attitudes and beliefs Health Relationships
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Workshop Plan
Introduction Various purposes of using assessments Motivators
Theoretical background Overview of the main motivators covered in the Career Motivation
Test and how to manage employees according to their main motivators
Common combinations of motivators and how they play out in the dynamics of everyday work life
Validation of the Career Motivation Test Summary of results from studies Tidbits and insights
Question period and discussion
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You can lead a horse to water, but you can’t make him drink …
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Importance of Motivation Improves
Performance Productivity Efficiency Engagement Morale Quality orientation and customer focus
Facilitates adaptation to change Increases job satisfaction Decreases turnover and absenteeism Decreases undesirable behaviors
Time theft Cyberloafing Cheating and theft
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Why and when use assessments
Pre-hire evaluation Engagement strategies Management insight
How to manage an individual Matching with teams & managers Development of policies, fringe benefits etc.
Personal development Career development and planning Succession planning
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Theoretical Background
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Definitions
Motivation is the activation or energizing of goal-orientated behavior
A number of theories attempt to explain and classify motivation
According to various theories, motivation may be rooted in the basic need to minimize physical pain and
maximize pleasure, may be fueled by a deficiency in satisfaction of specific needs such
as eating and resting, may be driven by a desire for an object, goal, state of being, or an
ideal, or may be attributed to less-apparent reasons such as altruism,
selfishness, morality, or avoiding mortality.
Source: Wikipedia
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The Candle Problem
Task: Fix a lighted candle on a
wall (a cork board) in a way so the candle wax won't drip onto the table below
Materials provided: Candle Box of thumbtacks Book of matches
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The Candle Problem (Sam Glucksberg )
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Soma-cube experiment Deci (1971)
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Maslow’s Hierarchy of Needs
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Alderfer’s ERG Theory
Variation on Maslow’s theory 3 factors:
Existence – lower order needs (physiological and safety needs)
Relatedness – middle order needs (belongingness and external component of self-esteem needs)
Growth – higher level needs (intrinsic component of self-esteem and self-actualization)
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Herzberg’s Two-Factor TheoryHygiene factors: don’t motivate if satisfied, but will
demotivate if unsatisfied Pay and benefits (financial rewards) Company policy and administration Relationship with co-workers Working conditions Status Job security Work-life balance Supervision
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Herzberg’s Two-Factor Theory
Hygiene factors (cont.) Supervision
Micromanagement Lack of direction Lack of recognition Public reprimand Chain of command (ambiguity of roles, conflicting requests,
serving multiple bosses, conflicts between managers) Unfair division of work Nepotism and favoritism Excessive executive pay
Frequent changes in standard operating procedures (moving target)
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Herzberg’s Two-Factor Theory
Motivators Achievement Recognition Work Itself Responsibility Advancement/Promotion Growth
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Herzberg’s Two-Factor Theory
Key findings as a result of this identification Bad environment can result in dissatisfaction, but good environment is
usually taken for granted and thus doesn’t have much impact on satisfaction.
The prevention of dissatisfaction is just as important as encouragement of motivator satisfaction.
Hygiene factors operate independently of motivation factors. An individual can be highly motivated in his work and be dissatisfied with his work environment.
All hygiene factors are equally important, although their frequency of occurrence differs considerably.
Hygiene improvements have short-term effects on motivation. Any improvements result in a short-term removal of, or prevention of, dissatisfaction.
Hygiene needs are cyclical in nature and come back to a starting point. This leads to the "What have you done for me lately?" syndrome.
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Adams’ Equity Theory
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Adams’ Equity Theory Inputs
Time Effort Loyalty Hard Work Commitment Ability Adaptability Flexibility Tolerance Determination Enthusiasm Personal sacrifice Trust in superiors Support from co-workers and
colleagues Skill
Outcomes Job security Esteem Salary Employee benefit Expenses Recognition Reputation Responsibility Sense of achievement Praise Thanks Stimuli
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Adams’ Equity Theory Employees expect a fair return for what they contribute
to their jobs, a concept referred to as the “equity norm”.
Employees determine what their equitable return by “social comparison” – they compare their inputs and outcomes with those of their coworkers.
Individuals seek to maximize their outcomes (where outcomes are defined as rewards minus costs).
Staff perceptions of inputs and outcomes of themselves and others may be incorrect, and perceptions need to be managed effectively.
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Adams’ Equity Theory Employees who perceive themselves to be in an inequitable situation will
seek to reduce the inequity by distorting inputs and/or outcomes in their own minds (“cognitive distortion”), by directly altering inputs and/or outputs, or by leaving the organization.
When individuals perceive inequitable relationships, they become distressed - both the person who gets “too much” and the person who gets “too little”.
The person who gets too much may feel guilt or shame. The person who gets too little may feel angry or humiliated.
Individuals who perceive that they are in an inequitable relationship attempt to eliminate their distress by restoring equity.
Those who feel under-compensated may work less, lower the effort, or even level the playing field by other means (theft).
Those who feel over-compensated may increase their effort. However they may also adjust the values that they ascribes to their own personal inputs – can develop a sense of superiority and actually decrease their efforts.
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Adams’ Equity TheoryEquity Sensitivity Individuals have different preferences for equity and
thus react differently to perceived equity and inequity. Preferences can be expressed on a continuum from preferences for extreme under-benefit to preferences for extreme over-benefit.
Benevolents: prefer their own input/outcome ratios to be less than those of their relational partner. In other words, the benevolent prefers to be under-benefitted.
Equity Sensitives: prefer their own input/outcome ratios to be equal to those of their relational partner.
Entitleds: prefer their own input/outcome ratios to exceed those of their relational partner. In other words, the entitled prefer to be over-benefitted.
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Vroom’s Expectancy Theory
Attempts to explain the mental processes related to decisions to pursue goal-related behavior
Postulates that behavior results from conscious choices among alternatives
whose purpose it is to maximize pleasure and to minimize pain employee's performance is based on individual factors such as
personality, skills, knowledge, experience and abilities Rewards
should be directly related to performance Should be deserved and wanted by the recipients
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Vroom’s Expectancy Theory
Three variables: Valence (rating -10 to 10) - strength of an individual’s preference
for a particular outcome Instrumentality (rating 0 to 1.0) – perceived relationship between
performance and outcome (broken promises => low instrumentality)
Expectancy (rating 0 to 1.0) - strength of a person's belief about whether or not a particular job performance is attainable
The force of motivation is the product of these variables Motivation = (Valence * Instrumentality) Expectancy
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McGregor X and Y Theory
Companies managing according to Theory X believe that employees
Dislike work, are inherently lazy and will avoid work if they can
Have no ambition, avoid responsibility and would rather follow than lead
Are self-centered and don’t care about their job or the organization
Resist change The only way to motivate is by
monetary rewards
Companies managing according to Theory Y believe that
Work can be as natural as play and rest
People will be self-directed to meet their work objectives if they are committed to them
People will be committed to their objectives if rewards are in place that address higher needs such as self-fulfillment
Under these conditions, people will seek responsibility
Most people can handle responsibility because creativity and ingenuity are common in the population
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McLelland’s theory
Focuses on an individual's desire for significant accomplishment, mastering of skills, control, or high standards
Employees are not motivated by the mere need for money
Extrinsic motivation (e.g., money) could extinguish intrinsic motivation such as achievement motivation
3 factors: Need for achievement Need for affiliation Need for power
High N-Ach: Choose moderately difficult task
that are still challenging but within reach
Low N-Ach: Choose easy tasks to minimize
risk of failure Choose very difficult tasks so that
failure is not embarrassing
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McLelland’s theory
High in N-Pow Desire to control
others, influence their behavior or be responsible for them
Prefer work that has an impact on people and events and brings public recognition and praise
High N-Aff: Desire to establish and
maintain friendly relations with others
Want to fit in and be liked by others
Prefer work that involves interpersonal relationships, provides companionship (team work) and that brings social approval
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Goal-setting Theory (Edwin Locke)
People are driven to reach a clearly defined end state
This end state is a reward in itself Goal efficiency is affected by:
Proximity Difficulty Specificity
Goal should be Of moderate difficulty – not too
hard but not too easy (challenging but attainable
Objectively defined Understandable for the person Specific and measurable
Goal setting affects performance by Focusing attention towards goal-
relevant activities and away from goal-irrelevant activities
Serving as an energizer; higher goals will induce greater effort while low goals induce lesser effort
Affecting persistence Activating cognitive resources -
knowledge and strategies which allow employees to cope with the situation at hand
Clarifying performance expectations
Establishing a frame of reference for feedback and self-evaluation
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Goal-setting Theory => Tips
SMART goals: specific, measurable, attainable, realistic, time-bound
Set challenging but achievable goals Ensure buy-in – goal acceptance and
commitment Clarify goal priorities Give feedback on goal accomplishment Reward goal accomplishment
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Career Motivation Test
The scales and what they assess
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Motivators covered in the test
Achievement Identity and Purpose Independence/autonomy Change and Variety Creativity Learning Improvement Inspiration Social Factors
Recognition and Appreciation
Fun and Enjoyment Power Status Financial Reward Balanced Lifestyle Mobility Stability
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Achievement
Driven by a sense of satisfaction at reaching goals
Like to rise up to meet challenges at work
Energized by the opportunity to move up or advance in their career in some way
Enjoy excelling at their chosen endeavor
"I want to get ahead, and I am willing to make the necessary sacrifices."
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Achievement
What works Tasks they find personally
challenging Advancement within the company Setting regular goals along with
concrete ways of measuring progress
Opportunities to introduce new ideas
Regular job evaluation/feedback so that they know how they are progressing
Opportunities to develop new skills and training in areas they are interested in
Recognition for work well done
What irritates them Not knowing what is expected of
them Lack of alignment between
organizational goals and personal ones
Lack of opportunities to improve skills
Stagnation Lack of feedback about their
performance Lack of recognition Coworkers who are too laid back
and not pulling their weight Sharing credit with slackers, when
it comes to team work
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Identity and Purpose
Career is generally more than just a job - it is, in fact, important to their whole idea of who they are and how they fit into the world
Their career and role in the workplace give them a sense of meaning and play a key role in their personal identity
“I am what I do for a living."
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Identity and Purpose
What works A job that fits their values and self-
identity Meaningful job that they can be
proud of Fancy job titles, name tags Letting them shape their job Giving them a choice of projects
and tasks or assigning to them projects with personal meaning/importance
Recognition and appreciation of their contribution
Opportunities to "shine"
What irritates them Idling Meaningless tasks Lack of recognition Environment that suppresses
initiative or makes it difficult for employees to be engaged
Apathetic colleagues Companies that are cynical or
dishonest
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Independence
Need to have a sense of freedom in their jobs to make important decisions, work on their own schedule and choose their own approach to projects
Desire a high level of autonomy and flexibility
Are driven by a feeling of personal empowerment
Don’t like the feeling of being closely monitored or controlled
“I need to be free to choose how I do things and stay in charge of what I do at work.."
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IndependenceWhat works Empowerment Autonomy to take personal responsibility
for their work Trust on the part of the employer Flexible work schedule Telecommuting Giving them responsibility for the entire
project or a large part of a project and letting them develop the plan of action
Delegate to them not only the tasks and the responsibility, but also sufficient decision power
Sense of control over their day-to-day schedule
Management by objectives Turning projects into entrepreneurial
endeavors or giving them ownership of a project
What irritates them Micromanagement Lack of authority; worst case is when
the manager delegates the responsibility to them but not the authority to make decision and to control the process
Inflexible schedule Detailed timesheets
Watch out for Ambiguity – if goals are unclear, they
may go down the wrong path for a while
Scope creep (especially if coupled with motivators such as creativity and improvement) – they will get plenty of ideas as the project unfolds
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Change and Variety
Are generally curious Crave the thrill of experiencing,
learning or doing something new
Thrive on diversity Likely to get bored or restless
in a position that involves too much routine
"Variety keeps me going – can’t do the same old stuff day-in and day-out."
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Change and Variety
What works Innovative, flexible, and dynamic work
environment A variety of projects and tasks Rotation of routine tasks among
employees Non-restrictive job description Opportunity to get involved in projects
outside of the usual domain Minimize routine tasks, automate
wherever possible Opportunities for training to learn new
skills Lateral moves within the company Opportunity to express new ideas Integration of some variety into the
usual routine
What irritates them Boredom Idling Routine tasks Strict, stifling atmosphere at work Ban on adjusting their work space
(moving furniture, decorating, bringing plants, pictures etc.)
Strict, all-business décor Working on a production line Following strict procedures
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Creativity
Driven by a desire to express their creativity
Creativity can be expressed through "typical" creative endeavors (art, writing, decoration, etc.) or by coming up with innovative approaches or solutions
Would feel stifled and frustrated if they had to stick to the tried-and-true at all times, or if they weren't involved in any creative processes as part of their work
"I am an idea person and need to satisfy my creative side through my work."
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CreativityWhat works Giving them creative projects or
tasks that require creative thinking Environment that is conducive to
creativity; one that minimizes rigid guidelines
An atmosphere of openness to new ideas and encouragement of "out of the box" thinking
Management open to innovative approaches
Some "down-time" is necessary in order to play with new ideas
Opportunities for nurturing creativity (brainstorming sessions, creativity training, etc.)
Opportunity to showcase their creative endeavors
What irritates them 9 to 5 jobs with no flexibility Micromanagement Sticking to tried-and-true solutions Boredom Routine tasks Strict, stifling atmosphere at work Ban on adjusting their work space
(moving furniture, decorating, bringing plants, pictures etc.)
Strict, all-business décor Working on a production line Following strict procedures
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Learning
Driven by a desire to gain new knowledge and insight, or to learn new skills
Overall, they are motivated by a "thirst for knowledge", which may be specific to their field or extend to all domains
Tend to be life-long learners
“Learning is a life-long process."
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Learning
What works Tasks that require gaining new
knowledge Training and courses in their areas of
interest or outside of it Intellectually stimulating atmosphere
that encourages growth Minimizing routine; avoiding "non-
thinking" tasks Research-related tasks as often as
possible Find or create opportunities for
movement within the company (vertical or lateral)
Opportunities to share new knowledge (training, coaching, mentoring)
What irritates them Lack of opportunities to learn new
things Managers and colleagues who don’t
value education and knowledge Environment where going a little
deeper than expected is discouraged or even punished
Positions where there is no challenge, no unknowns, nothing to new to learn
Lack of intellectual stimulation on the job
Routine tasks that don’t lead to learning new things
Meaningless tasks
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Improvement
Ready to give their all on the job for the satisfaction of knowing they have helped make the world a better place
Energized by the idea of contributing to the world in a positive way, be it on an individual, organizational or societal basis
“I want to make the world a better place."
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Improvement
What works Opportunities to improve the
conditions at work Opportunities to improve processes
and efficiency at work Engaged staff – passionate about the
product/services Create opportunities for charity work
(organize a company sponsorship, etc.)
Projects that have some affect on the community or a wider society
Connection between their work and the causes they support
Communicating vision - how the company's work is beneficial to others
Corporate citizenship - company’s involvement in community, charity involvement
What irritates them Indifference Complacency Lack of drive to innovate Lack of morality in coworkers Companies that are cynical or
dishonest Meaningless tasks
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Inspiration
Driven by the satisfaction they obtain from knowing they have inspired others, either through creative means (artwork, literature) or by opening minds to new ideas (through teaching, personal coaching, etc.)
Essentially, they want to affect people in some way or move others to feel or experience something
“I want to make people think or feel something, to be moved by what I do."
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Inspiration
What works Opportunity to express their ideas and
perspectives verbally through writing some other art form by doing what they are good at -
serving as an example Opportunity to interact with others in a
meaningful way Opportunities for mentoring, coaching
or training Give regular feedback on their work Environment that encourages "out-of-
the-box" thinking Leadership roles (team leaders,
management positions)
What irritates them
Lack of opportunities to inspire others Lack of purpose in their job Lack of vision Lack of opportunity to share their
knowledge and ideas Inability to have any input into projects Lack of respect
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Social Factors
Want their work to satisfy their need for contact with other people
Enjoy the feeling that they are part of a group or community
Energized by social interaction Like sharing their thoughts and
ideas Are generally strong
communicators Often extroverted
“I'm a people-person and I need human interaction to feel fulfilled."
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Social Factors
What works Team work Opportunities to collaborate with
co-workers and interact with clients
Opportunity to help others Clients Coworkers
Social activities and team building exercises
Friendly, supportive environment; good team
Creating a feeling of belonging Managers who truly care about
their direct reports
What irritates them Bullying and unfriendliness Social isolation Solitary work Lack of social activities Limited communication with others Staff full of introverts
Watch out for Chatterboxes
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Recognition/Appreciation
Want to feel valued and see the visible signs that others appreciate for their work
Essentially, they are driven by the positive feelings they get from the knowledge that they are making a valuable, recognized contribution to the company
“I need a word of thanks or some positive encouragement to show me that what I'm doing is noticed and appreciated."
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Recognition/AppreciationWhat works Opportunities to excel Regular feedback Regular recognition (company awards,
any show of thanks, pat on the back) Varied ways of showing appreciation (boss
taking them for lunch, mention of exemplary performance at a team meeting, etc.)
Bonuses in recognition of work well done (landing a contract, finishing a long term project, coming in under budget, etc.)
Diplomacy during performance evaluation start with positive feedback explain shortcomings as “challenges” develop concrete action plan for
improvement reiterate positive aspects
Feeling of belonging to a team
What irritates them Unfairness Credit grabbers Managers who only give negative
feedback but never praise for a job well done
Disapproval and criticism (they may be able to take it but it makes them feel anxious)
Being systematically outperformed Lack of feedback
Watch out for People who take it too far – extremely
high need for approval is unhealthy Those with dependency issues Selective attention to negative feedback
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Fun and Enjoyment
What they are doing in life is not as important as whether they enjoy doing it
Would like to work in an organization where enjoying oneself is part of the corporate culture, and encouraged by management
Want the work itself to be inherently entertaining … whatever that means to them.
“Time flies when you’re having fun. If I’m not enjoying what I’ve chosen as my career, it’s simply not the right one for me."
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Fun and EnjoymentWhat works Ensure good job fit When possible, assign projects based
on interests and strengths When dividing tasks, allow people to
volunteer During pre-hire interviews, ask about
what they enjoy (fun means different things to different people
During performance evaluation, ask what aspects of their job or what projects they enjoyed the most and the least (=> and customize the job description if possible)
Social events Generous vacation packages Flextime Light-hearted, playful, fun environment Management by objectives
What irritates them They may tolerate a certain amount of
“unpleasant” tasks, but their motivation might take a hit if it’s too much
Micromanagement Strict, stifling atmosphere at work Ban on adjusting their work space
(moving furniture, decorating, bringing plants, pictures etc.)
Strict, all business décor
Watch out for Time-wasters Time management issues Entitledness
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Power
Feel energized by being in a leadership position
Naturally take the lead in a group
Need to feel that they have a certain level of influence over others
Enjoy making important decisions
Enjoy responsibility Have a healthy (or not) dose of
competitiveness running through their veins
“I want to be the one in charge."
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Power
What works Leadership opportunities Offering management training and
development of leadership skills Opportunity to lead projects (as
team leaders) Giving them autonomy,
responsibility and decision-making power (don’t forget to define their boundaries)
Consider a job title/description with some clout
Opportunity for advancement Career development programs Healthy competition
What irritates them Following a weak leader Ambiguous chain of command Flat organizational structure with
no room at the top Micromanagement
Watch out for Power tripping Poor social and communication
skills Lack of consideration for the
social factors Unhealthy competition
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Status
Driven by the social standing and the rank that their job will bring them
Need to feel that they play an important role in society and in their company
Desire respect and acknowledgement for their contribution
“I want my job to carry some weight in society."
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Status
What works A job at a company that is well known A position within a company that has a
lot of pull A job title that is meaningful to them Anything that adds to their prestige
(name plate, reserved parking, being invited to important meetings)
Opportunities to shine through their work
Public recognition of work well done Opportunity for advancement within
the company Appointment to committees Healthy competition
What irritates them Demeaning jobs Lack of purpose PR disasters (feel personal shame to
be working for the company) Lack of respect Lack of appreciation and recognition Not having a business card Nepotism, favoritism Being bypassed for a promotion
(needs to be handles with extra care)
Watch out for Unhealthy competition Credit grubbers
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Financial Reward
Strive for the big pay-off that comes as the fruit of their labor
Want to feel that their salary and benefits equal the value of the time and energy they invest in their work
Extremely sensitive to compensation issues
Know their value and are not afraid to flaunt it
"Work should afford me the lifestyle I deserve. I work hard, but I want a high return on that investment."
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Financial Reward
What works: A competitive salary and benefits:
employers should stay on top of the industry standards.
An established system for raises that they can work towards
Merit-based raises Performance bonuses Commission Perks: incentives, bonuses, stock
options, profit sharing, expense account, company car, cell phone, living allowance
What irritates them Being or feeling
undercompensated Perceived inequity, especially
compared to colleagues with “worse” performance
Struggling financially Seeing things they “should” be
able to afford but are not
Watch out for: Entitledness Overgrown egos Job hoppers
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Balanced Lifestyle
Need to feel that they have an active, fulfilling life outside of work
Although their careers may be extremely important to them, they don't want to sacrifice their personal needs for job success.
Seek work-life balance Not just working parents –
many people seek work-life balance because they want to pursue other interests
"I work to live, not live to work.”
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Balanced LifestyleWhat works Flextime Telecommuting Work sharing Generous vacation time Personal & sick days, compassionate
care policies Flexible benefits packages (mix and
match options) Work-related social activities involving
the whole family Perks and rewards: gym membership,
game tickets, weekend get-aways Child-care facility in the building Allowing streaming video at breaks to
check on kids (some daycare centers offer real-time viewing)
Bring your child to work day Pet-friendly offices Stress reduction programs Reasonable travel policies
What irritates them Juggling too many responsibilities Guilt trips if they take time off to take
care of sick children Too much travel (especially single
parents) Overtime requests Shift work Irregular schedule Last minute assignments End-of-day meetings
Watch out for Time theft Fake sick days Burnout Stress-related health issues Absenteeism
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Mobility
Driven by the desire to see and experience new places through their work.
They want the opportunity to travel regularly or possibly even to relocate to a completely different city/state/country
“I want my work to take me to new places."
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Mobility
What works Opportunities to travel through
work, even if only occasionally Attending conferences, training, or
retreats in different places Reasonable travel policies Possibilities for relocation (for
some but certainly not all) Perks: company car, cell
phone/blackberry, laptop Encourage travel with a
spouse/family – allow them to take vacation before and after trip
Ample vacation time to allow travel on their own
What irritates them They love to hate the challenges
of frequent travel Not being compensated properly
for travel time and weekend travel Cheap hotels Stingy travel policy Being away from family
67
Stability
Need a sense of security in their careers
Are typically uncomfortable taking large risks like starting their own company or working on contract
Want their job to provide a solid anchor in their lives
Unlikely to quit unless they have another offer
“I want a job I can count on, one that gives me a sense of security."
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StabilityWhat works Clear sense of where things are going at
work. Approachable managers Fairly structured, dependable
environment Make sure communication is clear
regarding any "instability" issues (industry trouble, cutbacks, etc.) is clear.
Clear employment contract Delicate handling of termination of others
(firing/laying off people on the spot creates anxiety and guilt in survivors)
Regular communication about their performance
Regular communication about company performance and future direction
Change management
What irritates them Rumors about lay-off, cut-backs,
mergers etc.
Watch out for Total devastation if you terminate the
employee – if they were doing a decent job, assist them in finding a new job, give them letters of recommendation etc.
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Common combinations of motivators
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Charismatic Leadership Cluster
Motivators: Primary
Improvement Inspiration Achievement Social factors
Secondary Creativity Learning Identity and purpose Fun and enjoyment
How this plays out in the workplace: Leadership profile Have a vision they strongly believe in
and the drive to achieve it Are keenly aware of people around
and know how to inspire them and persuade them to follow
Can come up with creative ideas, think out-of-the-box
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The “Suits” Cluster
Motivators: Primary
Little desire for balanced lifestyle
Mobility Identity and Purpose Power Status
Secondary Creativity Learning
How this plays out in the workplace: Three different business meetings in a
week, in three different cities? Need someone to spearhead the opening of a new branch in another country? Choose someone with this profile.
Always on the go Business traveler Can make a makeshift remote office at
the gate at the airport
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Generation Y Cluster
Motivators: Primary
Change and Variety Independence Creativity Learning Fun and Enjoyment
Secondary Power “Job-hopping” (little
desire for stability, mobility)
How this plays out in the workplace: Know what they’re looking for in a job,
and will not stick around long if a position doesn’t live up to their expectations.
Boredom is their enemy. Generation Y is the most
technologically advanced generation. They are likely to be quick learners.
Are likely to be the ones starting many of the .com businesses – this allows them to be their own boss, and work at something they are passionate about.
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Employee of the Month Cluster
Motivators: Primary
Recognition and appreciation
Status Secondary
Identity and purpose Fun and enjoyment Social factors Financial reward
How this plays out in the workplace: Want to be valued Public praise will make their day Reprimand in private – public
reprimand would be devastating to their sense of self
Want to be popular among their peers, not just among the management
Will appreciate a performance bonus but don’t use the carrot-on-a-stick method; rather, reward after the accomplishment, but not every time
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Work Horse Cluster
Motivators: Primary
Stability Financial
reward Secondary
Achievement Power
How this plays out in the workplace: Need stability to perform optimally - job security is
absolutely essential. Mostly content with status quo, tried and true ways
of solving problems Like routine, easily slip into complacency Get a sense of accomplishment by plowing
through their task list No lofty goals – they want to do their job, do it well,
and that’s it They are attached to the company, but not
particularly engaged Balanced lifestyle is NOT prevalent in this cluster Will be drawn to jobs with practical perks –
retirement plan, medical insurance, etc. Will work very hard and complain very little
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Super Achiever Cluster
Motivators: Achievement Creativity Improvement Inspiration Learning Some power
How this plays out in the workplace: Would likely enjoy challenging projects
outside their comfort zone Would likely thrive if offered a
promotion to a leadership position – will set a good example for others; set high standards
Learning is an ongoing process – will likely take advantage of opportunities to update their skills
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Humanitarian Cluster
Motivators: Achievement Improvement Inspiration
How this plays out in the workplace: They want to know that their job makes
a difference. Make it clear to them how their work
fits into the big picture. Will want to work for a company that is
actively involved in the community, and possesses strong ethics and values (environmentally conscious, good corporate citizenship). Could do well in a position that allows them to spearhead these issues.
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Innovator Cluster
Motivators: Achievement Creativity Learning Change and variety
How this plays out in the workplace: These are the pioneers They don’t just visualize ideas – they
have the motivation to bring them to fruition
Allow them to spearhead brainstorm meetings, or initiate project ideas
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Visionary Cluster
Motivators: Creativity Improvement Inspiration
How this plays out in the workplace: Creative types with a heart of gold Will want their artistry or ingenuity to
move others, or benefit the world in some way.
Allow them to come up with ideas on how the company can improve its corporate image.
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Freelancer Cluster
Motivators: Change and Variety Independence
How this plays out in the workplace: Autonomy is key – if they can’t make
their own decisions at work, at least involve them in the decision-making process.
Offer them novel tasks and projects to tackle. A monotonous job is not one they’ll stick to for very long.
Encourage them to suggest/initiate projects, ideas, improvements.
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The “Donald” (Tycoon) Cluster
Motivators: Identity and Purpose Power Status Recognition and
Appreciation Financial Reward
How this plays out in the workplace: Even if these people do start at the
bottom, they’ll always have their eyes on the topmost rung of the ladder.
Will want to make a name for themselves – don’t expect them to be a faceless, cubicle-filling, pencil pusher for very long. If they’re not the ones running the company, they will be soon enough.
81
Approval Seeker Cluster
Motivators: Recognition and
Appreciation Status Identity and Purpose Achievement
How this plays out in the workplace: Will desire both tangible (plaques,
awards) and intangible rewards (praise). Promotions will be a major motivating
factor. A fancy job title will go a long way.
Praise, especially public one, is extremely important.
On the flip side, they may tend to be sensitive to criticism and become defensive. Be diplomatic when discussing issues, and be specific as to what to do to improve – they will bend over backwards to make that happen.
82
Prestige Seeker Cluster
Motivators: Primary
Financial reward Power Status
Secondary Recognition and
Appreciation Identity and Purpose Achievement
How this plays out in the workplace: Very driven and would likely
accomplish great things if you make it worth their while. Want to be the top banana.
A bit full of themselves with some propensity to power tripping – they know their value and are not afraid to flaunt it
Score-keepers – can be fiercely competitive, within the company but also their social network
Promotions, praise, perks, an important-sounding job title all work to motivate them – they show that they are valued, indispensable and admired.
83
Validation Study Highlights
84
Sample
Sample size: 6165 subjects
Gender: Women: 3370 subjects (55%) Men: 1936 subjects (31%)
Age distribution: Below 17 (n = 760) (12.0 %) 18-24 (n = 1409) (23.0 %) 25-29 (n = 745) (12.0 %) 30-39 (n = 958) (16 %) 40-49 (n = 760) (12.0 %) 50+ (n = 461) (8.0 %)
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Ranking of Motivators
Rank Motivators Mean
1 Achievement 88
2 Learning 83
3 Inspiration 81
4 Creativity 80
5 Fun and Enjoyment 78
6 Improvement 77
7 Financial Reward 71
8 Change and Variety 67
9 Identity and Purpose 67
10 Stability 66
Rank Motivators Mean
11 Social Factors 65
12 Mobility 64
13 Power 64
14Recognition and
Appreciation 63
15 Balanced Lifestyle 62
16 Independence 62
17 Status 50
86
Gender differences
Women score higher on Achievement (+2 points) Balanced lifestyle (+4 points) Identity and purpose (+2
points) Improvement (+7 points) Learning (+2 points) Recognition and appreciation
(+4 points) Social factors (+3 points) Fun and enjoyment (+3 points)
Men score higher on Creativity (+2 points) Financial reward (+5 points) Mobility (+4 points) Power (+5 points) Status (+3 points)
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Interesting Tidbits
22% would sacrifice their personal life for their dream job. Only 6% like having a routine at work (same daily duties). 16% consider it essential to be creative or express their creativity at work. 11% indicated that their main career goal is to be wealthy. 9% indicated that their job is their identity. 35% consider helping others through their work essential. Only 1% felt that work isn't supposed to be fun. 8% claimed that they would be upset if they didn't receive praise/positive
feedback after doing well on a project
88
Interesting Tidbits
8% would be upset if others weren't impressed by what they do for a living 11% indicated that they would not be happy in a job environment that had a
no-nonsense, no-fun atmosphere - even if they were paid well, had an understanding boss, and were in their field of study
70% indicated that they want to inspire others through their work 20% love the feeling of being in charge 14% indicated that they need appreciation from others in order to feel
fulfilled at work 5% felt that social contact with others at work wasn't a necessity 77% want a strong sense of security in their job 14% proudly stated that they would feel good knowing that others were
envious of their career success
89
Motivators as a Function of Age
90
Balanced Lifestyle as a Function of Age
91
Change and Variety as a Function of Age
92
Creativity as a Function of Age
93
Financial Reward Scale as a Function of Age
94
Improvement Scale as a Function of Age
95
Independence Scale as a Function of Age
96
Learning Scale as a Function of Age
97
Mobility Scale as a Function of Age
98
Power Scale as a Function of Age
99
Recognition and Appreciation Scale as a Function of Age
100
Social Factors Scale as a Function of Age
101
Status Scale as a Function of Age
102
Fun and Enjoyment Scale as a Function of Age
103
Motivators as a Function of Education
104
Achievement Scale as a Function of Education
105
Balanced Lifestyle Scale as a Function of Education
106
Change and Variety Scale as a Function of Education
107
Creativity Scale as a Function of Education
108
Financial Reward Scale as a Function of Education
109
Identity and Purpose Scale as a Function of Education
110
Improvement Scale as a Function of Education
111
Independence Scale as a Function of Education
112
Inspiration Scale as a Function of Education
113
Learning Scale as a Function of Education
114
Mobility Scale as a Function of Education
115
Recognition and Appreciation Scale as a Function of Education
116
Social Factors Scale as a Function of Education
117
Stability Scale as a Function of Education
118
Status Scale as a Function of Education
119
Fun and Enjoyment Scale as a Function of Education
120
Motivators as a Function of Position
121
Balanced Lifestyle Scale as a Function of Position
122
Change and Variety Scale as a Function of Position
123
Creativity Scale as a Function of Position
124
Financial Reward Scale as a Function of Position
125
Identity and Purpose Scale as a Function of Position
126
Improvement Scale as a Function of Position
127
Independence Scale as a Function of Position
128
Inspiration Scale as a Function of Position
129
Learning Scale as a Function of Position
130
Mobility Scale as a Function of Position
131
Power Scale as a Function of Position
132
Motivators as a Function of Socio-Economic Status (SES)
133
Change and Variety Scale as a Function of SES
134
Financial Reward Scale as a Function of SES
135
Identity and Purpose Scale as a Function of SES
136
Improvement Scale as a Function of SES
137
Independence Scale as a Function of SES
138
Learning Scale as a Function of SES
139
Mobility Scale as a Function of SES
140
Power Scale as a Function of SES
141
Social Factors Scale as a Function of SES
142
Stability Scale as a Function of SES
143
Motivators as a Function of Satisfaction with Current Job
144
Achievement Scale as a Function of Satisfaction with Current Job
145
Balanced Lifestyle Scale as a Function of Satisfaction with Current Job
146
Change and Variety Scale as a Function of Satisfaction with Current Job
147
Creativity Scale as a Function of Satisfaction with Current Job
148
Financial Reward Scale as a Function of Satisfaction with Current Job
149
Identity and Purpose Scale as a Function of Satisfaction with Current Job
150
Improvement Scale as a Function of Satisfaction with Current Job
151
Independence Scale as a Function of Satisfaction with Current Job
152
Inspiration Scale as a Function of Satisfaction with Current Job
153
Learning Scale as a Function of Satisfaction with Current Job
154
Power Scale as a Function of Satisfaction with Current Job
155
Recognition and Appreciation Scale as a Function of Satisfaction with Current Job
156
Social Factors Scale as a Function of Satisfaction with Current Job
157
Stability Scale as a Function of Satisfaction with Current Job
158
Status Scale as a Function of Satisfaction with Current Job
159
Fun and Enjoyment Scale as a Function of Satisfaction with Current Job
160
Complementary assessments
Intelligence Types Test Management Skills and Style Assessment
(MANSSA) Career Advancement Test Emotional Intelligence Test Advanced Multidimensional Personality
Matrix (AMPM)
161
Conclusion
Assess career motivators of employees to Figure out how to best manage them Select perks and benefits that are of value to
your staff Assign projects to them that have high personal
appeal, thus improving performance, engagement, attendance and job satisfaction
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Ilona Jerabek, PhD9001 blvd. de l’Acadie, Suite 802
Montreal, Qc H4N 3H5
[email protected] line: 514-745-3189, ext 112
Fax: 514-745-6242
http://archprofile.comhttp://www.psychtests.com
