motivation in the workplace evaluation...job advertisements by many of the more progressive...
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Motivation in the Workplace Evaluation | Feedback Report for 1
Motivation in
the workplace
evaluation
Feedback Report for
“Ability is what you’re capable of doing. Motivation determines what you do. Attitude determines how well you do it
Lou Holtz
‘‘
Sample report
03rd June 2016
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Motivation in the Workplace Evaluation | Feedback Report for 2
Contents
Page Details
3 Introduction
4 Defining motivation
6 A summary of your scores
7 Your least preferred options
8 An overview of your scores
10 Motivation myths
12 Motivational top tips
14 A more detailed analysis
20 Where is your focus?
23 Collective focus
24 Individual focus
25 Freedom focus
26 Conforming focus
27 Values, motivation and commitment
29 Comparative data
34 Summary
35 About EvaluationStore.Com
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This booklet provides you with the boththe output from your ‘motivation in theworkplace’ evaluation and aninterpretation of these results. Despitethe fact that this evaluation is designedspecifically for the workplace, thisknowledge may also assist non-workmotivation is some cases as well. Wehope you enjoy this process of learningand wish you every success in applyingthis knowledge.
It is not really possible to separatepersonal motivation and workplacemotivation because the commondenominator is people. People arelooking to succeed in their personallives as much as at their workplace.However, despite numerous pieces ofresearch that link workplace motivationto performance, many people todayare still not fully aware of the directeffect motivation has on the way theyoperate and more importantly, they donot truly understand what drives themanyway.
The size of the organisation youactually work for is irrelevant; what isimportant is whether your job links tocore elements which motivate you. Itwill be different for each and every oneof us and will also vary over time.Unlike our personal values though, ourwork motivators are flexible accordingto our personal needs at any time.
‘The mind is not a
vessel to be filled
but a fire to be
kindled’
Plutarch (46-120 AD)
Introduction
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Defining motivation
We each have a different reason forgetting out of bed in the morning.Our motives (derived from the Latinmovere, to move) are majordeterminants of our behaviour.Therefore, if you understand yourmotives, you can influence yourbehaviour in a more positive way.
A survey carried out by Reade(2003), revealed that students ratejob satisfaction more highly thanmoney. The top two aspects of theideal job were enjoyment andfriendly colleagues. Earning enoughcame third. This fact is borne out byjob advertisements by many of themore progressive organisations whomajor on job enjoyment rather thanpure financial reward within theworkplace. Understanding ourpersonal motives is a crucial elementin our engagement within theworkplace.
Reference: Reade, Q (2003)Graduates put enjoyment at top ofideal job wish list, Personnel Today,7 January, p8
Drives, motives and motivation
Motivation can be explored fromthree distinct but relatedperspectives:
Goals: the main determinants forour behaviour.
Decisions: Why do we pursuecertain goals over others?
Influence: How can others motivateus to work harder?
When understanding our personalgoals, or motives, there is achallenge as to whether they areinnate (we are born with them) oracquired. If they are innate, we callthem Drives and these tend to bebiological determinants ofbehaviour, activated by deprivation(e.g. hunger and thirst).
Motives, on the other hand, tend tobe acquired through experience.They are socially acquired needsactivated by a desire for fulfilment.They may be influenced by culture,family or friends.
Motivation can be regarded as abroad concept which includespreferences for particular outcomes,strength of effort and persistence.
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Defining motivation
Abraham Maslow created his‘content theory of motivation’ in1943. Although it is often cited as acornerstone of motivational theory, itis definitely biased towards white,middle class, American values.Alderfer’s (1972) theory known asERG theory was designed, on theother hand, to link to organisationalsettings. The three elements of it arelisted in the table opposite abovealongside their relative elementsfrom Maslow’s theory.
ERG theory suggests that all threeneed categories can be present atany one time, which runs in contrastwith Maslow’s ‘progressionhypothesis’, in which he suggeststhat we all try to work our way up thehierarchy.
ERG theory and Maslow’s hierarchy of needs
ERG
Existenceneeds
Relatednessneeds
Growthneeds
Maslow
Physiologicaland safetyneeds
Affiliation andesteem needs
Selfactualization andself esteemneeds
Alderfer also added a ‘regressionhypothesis’ that suggests that wedrop to a lower category whenattempts to satisfy a higher categoryare frustrated. Also, Maslow was notinitially concerned with workmotivation whereas Alderfer’s work isdirected at organisational settings.We have based our evaluationprocess on this theory, therefore, toallow more for greater relevance tothe working environment.
References:Alderfer, C (1972) Humans needs inorganisational settings, Free Press,New York.Maslow, A (1943) A theory of humanmotivation, Psychological Review,vol 50, no 4, pgs 370-96.
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We all have certain key factors in ourlives which help motivate and engageus. The ‘motivation in the workplace’evaluation you completed determinedthat your core personal motivators areas follows:
The reason why you were asked tohave a minimum of five coremotivators is because any numberfewer than this would not provide asufficiently detailed overview of yourvalue set. The result would be tooweak and statistically invalid.Likewise, a number of more thaneight would result in a ‘shopping list’of motivators which would be toovague. Therefore, for the purposesof this evaluation a number ofbetween five and eight is used toascertain your true Core Motivators.
Priority Value
1
2
3
4
5
6
7
8
Your Core Motivators, in this instance,are defined as traits or qualities thatare considered worthwhile to pursue inyour working life or aspects thatsignificantly aid motivation in theworkplace or both.
They represent your highest prioritiesand deeply held driving forces.
A more detailed overview is availableon the next three pages.
A summary of your scores
Ethical
Well known organisation
Make decisions
Financial reward
Help others
Organised and structured
Supervise others
Time freedom
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Your least preferred options
Motivational element
In addition to defining your CoreMotivators, this evaluation processalso allowed you to express thosemotivational aspects that did notappeal to you. The ones you choseare reflected within the box opposite.
This information is also worthrecording as it tells you what youdon’t want or need within your workenvironment. Indeed, if they becomeapparent within that environment,you may find them becoming thesource of de-motivation for you.
Again, these factors may changeover time but they are worthcomparing to the factors that domotivate you. Can you spot anytrends or connections between thetwo sets of information?
Trusted
Fast pace
Pressure and deadlines
Being respected
Competitive
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An overview of your scoresYou were asked to score how youfelt your Core Motivators werecurrently being serviced in yourcurrent job role.
The results of your evaluation aredetailed in the table below:
A score of 9 meant that you arefully satisfied with the way that thisaspect of your personal motivationwas being met within your currentjob role.
A score of 0 meant that this needwas not being met at all. Scores inbetween indicate your strength offeeling between these fixed points.
Ethical 8 X8 64
Well knownorganisation
5 X7 35
Makedecisions
7 X6 42
Financialreward
2 X5 10
Help others 9 X4 36
Organisedand structured
6 X3 18
Superviseothers
4 X2 8
Time freedom 3 X1 3
216
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An overview of your scores
The scores listed on the previouspage provide a reflection of theway you assessed how your CoreMotivators were currently beingmet, or not, within your current jobrole. The overall numericalassessment then allows us topredict the impact that this profilewill have on you. This summary isreflected in the upper narrative box(right).
It also allows us to provide somethoughts about consequent actionsyou may take based on this score.This summary is provided in thelower narrative box opposite.Obviously, this advice is difficult toabsolutely personalise as youractions will vary according toindividual circumstance. We dohope, however, the focus of theadvice assists you in making yourown decision about how to use thisinformation.
The total score that you have recorded would suggest that:
Potential action you could take as a result of these results:
Your scores suggest that a few of yourmotivators are being met but you arelikely to be somewhat frustrated in yourjob. There is probably a range of scoreswithin your profile with a low score forsome of your motivators having a directeffect on your workplace motivation. What needs to be changed so that yourjob is more as you want it? Is thatpossible?
Your scores suggest that there be somemotivational issues for you in yourcurrent job role. Some of these may bemore impactful than others. Reflect onyour scores to confirm their accuracy. Ifthey are a true reflection, then your nextstep should be to discuss this outputwith someone who can influence achange in this profile. Your scorescertainly suggest a problematic profilewhereby some form of action is requiredto rectify the situation. If you do notaddress the issues highlighted, there isa likelihood of increased frustration inyour job role over the long term.
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Motivation myths
In most organisations, the topic ofmotivating employees is extremelyimportant to managers andsupervisors. However, it should beimportant to us as individuals too.Despite the importance of the linkbetween motivation and our personalsense of fulfillment within theworkplace, several myths exist aboutmotivation and some of these arelisted below. Before looking at whatyou can do to understand andsupport your personal motivation, itis important to address these mythsin order to disregard them.
Myth #1 – ”Other people can
motivate me"Not really -- you haveto motivate yourself. However, it ispossible for others to set up anenvironment where you can bestmotivate and empower yourself. Thekey is knowing what kind ofenvironment you want and thenfinding a strategy to achieve it.
Myth #2 -- "Money is a good
motivator for everyone"Not really.Certain things like money, a niceoffice and job security can help somepeople from becoming lessmotivated, but they usually don't helppeople to become more motivatedover the long term. Where money isimportant to an individual, there isoften an associated reason for it.
‘We don’t want
satisfaction. We
want creative
dissatisfaction
associated with
excitement about
the job. That’s what
motivation is made
of ’
Daniel Quinn Mills
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Motivation myths
Myth #3 -- "Fear is a great
motivator"Fear is a greatmotivator -- for a very short time.That's why a lot of yelling from theboss won't seem to "light a sparkunder employees" for a very longtime. Over the long term, fearbecomes more of a demotivator andleads directly to stress.
Myth #4 -- "I know what motivatesme, so I know what motivates
other people"Not really. Differentpeople are motivated by differentthings. I may be greatly motivatedby earning time away from my jobto spend more time my family. Youmight be motivated much more byrecognition of a job well done.People are not motivated by thesame things
Myth #5 -- "I can't comprehendpersonal motivation -- it's a
science”Not true. By completingthe evaluation and reading throughthis detailed report, you will trulyunderstand your personalmotivators as they stand at thismoment in time. You then have achoice about what you do with thatinformation and that, sometimes, isthe difficult piece.
Good work if you can get it
In 2002, Asda was rated the bestplace to work in the UK via a SundayTimes survey. This, despite payingit’s front line workers a little over £5per hour which was not much abovethe minimum wage. The motivationto work for this organisation camefrom incentives such as:
A staff discount card where all staffgot a 10% discount off produce soldwithin it’s stores as well as discountsat theme parks, cinemas andholidays.Attractive share plans and pensionschemes (70% of staff participate).Special mortgage deals, personalloans and tax free savings.A Law Club where for 10 pence perweek staff get unlimited legal advice.There is a “So you want to be’scheme that allows scheme to reachhigher levels of pay andresponsibility.There are few status symbols withno business cards, large offices,reserved parking spaces or dresscodes.All benefits and incentives areequally available to all.
From: Andy Westwood, Is new workgood work?, The Work Foundation,London, 2002.
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Motivational top tips
Butler and Waldroop argue that tomotivate people to perform well andto stay with the organisation,managers have to use ‘JobSculpting’. This involves:
•Listening carefully to discover whatreally challenges, excites andmotivates people.•Understanding the individual’sembedded life interests.•Designing both the job and theindividual’s career path to matchthose interests.•Using assignments as opportunitiesto sculpt the job for the person.•Reviewing performance regularly toensure that work and careerinterests are consistent.
However, this places the burden ofresponsibility with the Line Manager.There are other things that anindividual could do which wouldsupport this notion and these arelisted on the next two pages.
Source reference:
Tim Butler and James Waldroop, Jobsculpting: the art of retaining yourbest people’, Harvard BusinessReview, vol 77, no 5, 1999, pgs 144-152
Motivation starts with motivatingyourself
It's amazing how, if you hate yourjob, it seems like everyone else doestoo. If you are highly stressed, itseems that everyone else is too.Enthusiasm is contagious. If you'reenthusiastic about your job, it's mucheasier for others to be too. Also, ifyou're doing a good job of takingcare of yourself and your own job,you'll have a much clearerperspective on how others are doingin theirs.
A great place to start learning aboutmotivation is to start understandingyour own motivations. So whatmotivates you?. How is your jobconfigured to support your ownmotivations? What can you do tobetter motivate yourself?
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Motivational top tips
Always work to align yourpersonal goals with those goals ofthe organisation
As mentioned above, we can all becompletely fired up about our workand be working very hard. However,if the results of our work don'tcontribute to the goals of theorganisation, then the organisation isnot any better off than if you weredoing nothing-- maybe worse off!Therefore, it is critical that we areaware of what our personal goalsand motivators are and seek to arealign them with the goals of theorganisation.
Key to getting support with whatmotivates us is getting managerialsupport
Each person is motivated by differentthings. Whatever steps managerstake to support the motivation of theiremployees, they should first includefinding out what it is that reallymotivates each of them. Bycompleting this evaluation, you nowhave this information. Inform yourmanagers about the results anddiscuss with them the implications.
Recognise that supporting yourmotivation is a process, not a task
Organisations change all the time, asdo people. Indeed, it is an ongoingprocess to sustain an environmentwhere each employee can stronglymotivate themselves. If you look atsustaining your personal motivationas an ongoing process, then you'll bemuch more fulfilled and motivatedyourself. Periodically repeat yourassessment of your motivators andgauge how they are being fulfilled atwork. What has changed, if anything,since the last time? What are theimplications of the results?
Use organisational systems (e.g.policies and procedures) to helpmotivate yourself
Use the systems available in theworkplace to help motivate yourself.For example, link your own personalgoals to your employee performancesystems to support increasing yourmotivation. This formalizes theprocess and links what you want toyour personal development.
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Key:
Job evaluation score of 7-9 – Strong Motivation
Job evaluation score of 4-6 – Moderate or Inconsistent Motivation
Job evaluation score of 0-3 – Little Motivation
A more detailed analysis
The evaluation you completed providesyou with a detailed sense of what youwant from the workplace; what trulymotivates you at this moment in time.
Having provided you with an overview ofthis output, the next few pages reviewyour scores in more detail. In particular,we will analyse which of your coremotivators are being fully met at work,which are inconsistent and which are notbeing met. Based on this analysis, advicewill then be provided about how you mightaddress any issues which arise from thisoutput.
The score system used is shown in thetable below:
The next three pages review youroutput using this framework. Itprovides a summary of what thosescores potentially mean and thepossible implications for you.
Then, a summary of these scores ismade with advice about what youmight do in respect of that output.This advice is not exhaustive,however, and should be used withthe information provided on pagenine of this report.
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A more detailed analysis
The motivators you chose arereflected in the diagram above sothat you can instantly see how theyscore in terms of your currentwork environment.
A further analysis of these scoresis then made on the next twopages to allow you to reflect evenfurther about their impact on you.
Eth
ical
Well known organisationMake decisions
Financial reward
Hel
p ot
hers
Organised and structuredSupervise others
Time freedom
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Priority Motivator Your score
Narrative
1
2
3
4
A more detailed analysis
Ethical
8
You like to work in an environment that is
ethically robust. Your scores suggest that
you think your current job allows you to do
this and so this will help motivate and
engage you.
Well known
organisation
5
You like being part of an organisation that
you feel is well-known. Your score suggests
that your current organisation does not fully
fulfil this aim and this may affect your
motivation at work.
Make decisions
7
You want to be involved with making
decisions about how things should be done,
who should do it and when it should be done
by. Your current job allows you to do this at a
level that is satisfactory for you.
Financial reward
2
You want to earn a large amount of money
through the job you do. This amount will vary
according to personal circumstances. It
would appear that you current job does not
meet your personal needs.
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Priority Motivator Your score
Narrative
5
6
7
8
A more detailed analysis
Help others
9
You want to help people either individually or
in groups, as part of your work. Your score
suggests that you are able to do this within
your current job role .
Organised and
structured
6
You like to work in an organised and well
structured environment. It would appear that
your own personal needs are not being met
by the style of the organisation and this may
cause discontent.
Supervise others
4
You enjoy being responsible for work done
by others. Your score suggests that your job
role does not fully allow this need to be met
in a way that really motivates and engages
you.
Time freedom
3
You prefer to be able to choose your own
times for doing things, not having rigid
working hours. This is currently not being
catered for within your job role and this is
definitely a de-motivator for you.
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A more detailed analysis
Number of scores between of 7-9 – Strong Motivation
What does this mean to me?
These aspects of your personal motivation are being met within your currentjob. However, there still may be room for even greater improvement here.How might you do this? Who’s support do you need?
A further breakdown of your scoresfor your personal motivators ismade on the next two pages.Within this, we further reflect onwhat motivators scored at high,medium and low level. The difficultpiece is knowing exactly what to dowith these scores. Who do youneed to inform about them andwhy? Do Line Managers need toknow? Can the motivator befulfilled at work or does it need youto do something outside of work tofulfil this need? This evaluationhighlights your current reality. Afterthat, you have an absolute choicehow you use that information.
37%
Quite a few aspects of your motivational profile are being met but there aresome that will need review and action by yourself.
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A more detailed analysis
Number of scores between of 4-6 – Inconsistent or moderate Motivation
What does this mean to me?
These aspects of your personal motivation are inconsistent at the momentin how they are being met. What can be done to make them moreconsistent and increase your motivation here?
Number of scores between of 0-3 – Weak Motivation
What does this mean to me?
This aspect is not being met right now. This will result in a sense of de-motivation and possible disengagement. How can you resolve this issue?
37%
Quite a few aspects of your motivational profile are within this range whichmeans that they will need review and action by yourself.
25%
Some aspects of your profile are in the low category and these will need someform of immediate review. Your other motivators can wait for your attention;these ones need your review now.
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Where is your focus?
We all have a focus to ourmotivators. These tend to fall intoone of the four categories shown onthe diagram on the following page.The evaluation you have completedallows us to analyse your outputand then provide you with moredetailed feedback about what thismeans for you.
Your output could centre on just oneof these categories or couldcombine any number of them. Byunderstanding the focus of ourmotivators we also understand alittle more about what really drivesus as individuals. It allows us tocomplete the jigsaw puzzle of whatreally motivates us.
Cultural influence onmotivation
From his research, Nevis suggeststhat Scandanavian countries(Sweden, Norway, Finland andDenmark) place a high value onquality of life and social needs. Incomparison, the Anglo-Americancultures place a high value onproductivity, efficiency andindividual development. TheChinese culture values collectivismand community activity higher thanindividualism.
This links to the notion that ourmotivation may, in part of in whole,be culture bound.
Reference:
Nevis, E, ‘Using an Americanperspective in understandinganother culture’ , Journal of AppliedBehavioural Science, vol 19, no 3,1983, pgs 249-64.
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Individual focus
Collective focus
Co
nfo
rmin
g Fre
edo
mWhere is your focus?
The next four pages review the core motivators you selected and links them tothese distinct areas of focus.
Personal motivators
‘We will
do what
the rules
tell us to’
‘We will
do what
we want
to’
‘I will do
what the
rules tell
me to’
‘I will do
what I
want to’
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A summary of your focusThe distribution of your coremotivators are positioned on thediagram below.
Individual focus
Collective focus
Co
nfo
rmin
g Fre
edom
‘We will
do what
the rules
tell us to’
‘We will
do what
we want
to’
‘I will do
what the
rules tell
me to’
‘I will do
what I
want to’
This allows you to review thesemotivators from a more conceptualperspective and review the trends.
Pages 23 - 26 provide moreinformation about these four differentaspects of motivational focus andlinks your core motivators to them.
This deeper analysis will assist you indeciding what really drives you andmotivates you at work and assessingthe impact of this knowledge in yourcurrent job.
Help othersEthical
Tim
e freedomO
rgan
ised
and
str
uctu
red
Wel
l kno
wn
orga
nisa
tion
Sup
ervi
se o
ther
sF
inan
cial
rew
ard
Make decisions
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Collective focus
Your motivators that link to a collective focus
An interpretation of your results
Your overall score here is:
This is where the motivatorswhich drive the person arefocussed on the group ratherthan the individual. This couldbe a focus on the needs offamily, friends or work-matesover the needs of theindividual person. Here, themain words the person woulduse would be ‘we’ or ‘us’rather than ‘I’ or ‘me’. Thus,people with this focus will putthe group first and will want tooperate with a community feelto their lives.
Ethical
Help others
2
This is a low score. You will therefore have
other motivational aspects that will combine with
this.
A degree of collectivism will be important to you
in terms of motivation but your profile will also
link to at least one other motivational category.
This combination will present a more complete
picture of your motivational needs.
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Individual focus
Your motivators that link to a individual focus
This presents a motivationalfocus purely on the self. Atan extreme, people will wantto promote what they wantrather than the needs of thecollective. People’smotivation within this aspectis focused on achievingpersonal goals. They willwant to take personalresponsibility for their actionsand decisions and have asense of autonomy in theirlives.
An interpretation of your results
Your overall score here is:
Make decisions 1
This is a low score. You will therefore have
other motivational aspects that will combine with
this.
Individual aspects will be important to you in
terms of motivation but your profile will also link
to at least one other motivational category. This
combination will present a more complete
picture of your motivational needs.
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Freedom focus
Your motivators that link to a focus towards freedom
A focus on these motivators willresult in the individual pursuing apath of empowerment andpersonal autonomy. They will notbe bound by rules and regulationsand will want to be unconstrainedin their actions. They will want todevelop their own rules to allowthem to achieve their best. Theysee the setting of such rules as apersonal responsibility and do notrelate to those externally imposed.
An interpretation of your results
Your overall score here is:
Time freedom 1
This is a low score. You will therefore have
other motivational aspects that will combine with
this.
A sense of freedom will be important to you in
terms of motivation but your profile will also link
to at least one other motivational category. This
combination will present a more complete
picture of your motivational needs.
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Conforming focus
Your motivators that link to a conforming focus
An interpretation of your results
Your overall score here is:
This is where the motivation of anindividual is focused on workingto an agreed set of principles orrules. They see comfort instructure and will want to makesure that what they do has adegree of predictability about it.This security allows them toachieve of their best. They willtend to behave in line with therules and expect others to do soas well. This will allow stability tobe at the core of their world.
Well known organisation
Financial reward
Organised and structured
Supervise others
4
This is a moderate score. It suggests that this
aspect of your motivational profile will be
reinforced by one or more other aspects.
It means that degree of conformity will be fairly
important to you in terms of motivation but will
not be a major factor by itself.
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In their book, The LeadershipChallenge, authors James Kouzesand Barry Posner investigated therelationship between clarity aboutpersonal motivators andorganisational values and the impactthat this knowledge had on people’scommitment to the organisation.
The diagram above summarisesKouzes and Posner’s research. Thevertical axis indicates the extent towhich people report being clearabout the organisations’ values.
High
HighLow Peoples’ clarity about their personal motivators
People
s’ cla
rity
about
the
org
anis
ations’
valu
es
0%Impact on
commitment
-0.5%Impact on
commitment
19%Impact on
commitment
17%Impact on
commitment
The impact of knowledge on commitment
Values, motivation and commitment
The horizontal axis indicates theextent to which people report beingclear about their personal motivators.A review of the relevance of thisresearch is available on the nextpage.
The results of this researchchallenges the popular processmany organisations adopt whenworking with their values and clearlyindicates the difference knowledgeabout personal motivators makes topeoples’ levels of commitment.
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It can be seen, rather unsurprisingly,that the highest level of commitment(19%) comes from people who havethe greatest clarity about both theirpersonal motivators and theorganisations’ values. However,perhaps what is surprising for manyorganisations is that the lowest level ofcommitment (0.5%) is associated withindividuals who have a high degree ofclarity about the organisations’ valuesbut little clarity of their own motivators.
Some internal workshops designed topromote organisational values do sowith a pure focus on those values inisolation; they tend to ignore theclarification of personal motivatorsand therefore do not connect these tothe organisational values. Thus,commitment in these instances ispotentially negative as individuals donot understand the connectionbetween the organisations values andthemselves and subsequently tend toignore the organisations values in theworkplace.
Reference:Kouzes, J and Posner, B (2003) Theleadership challenge, Fourth Edition,Jossey-Bass, San Francisco.
This paradox is normally caused bythe fact that when people are awareof their own motivators andexperience their work place as beingaligned with these, they have a highlevel of commitment to their workbecause they have found their workto be meaningful.
However, many organisations ignorethis connection and have valueswhich are meaningless to theiremployees.
Values, motivation and commitment
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Comparative data
Age 19-33
United Kingdom
Catering/Hospitality
Middle management
% of people chosing this motivator
Ethical
Your motivator: 1st
Age 19-33
United Kingdom
Catering/Hospitality
Middle management
% of people chosing this motivator
Well known organisation
Your motivator: 2nd
Age 19-33
United Kingdom
Catering/Hospitality
Middle management
% of people chosing this motivator
Make decisions
Your motivator: 3rd
Age 19-33
United Kingdom
Catering/Hospitality
Middle management
% of people chosing this motivator
Financial reward
Your motivator: 4th
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Comparative data
Age 19-33
United Kingdom
Catering/Hospitality
Middle management
% of people chosing this motivator
Help others
Your motivator: 5th
Age 19-33
United Kingdom
Catering/Hospitality
Middle management
% of people chosing this motivator
Organised and structured
Your motivator: 6th
Age 19-33
United Kingdom
Catering/Hospitality
Middle management
% of people chosing this motivator
Supervise others
Your motivator: 7th
Age 19-33
United Kingdom
Catering/Hospitality
Middle management
% of people chosing this motivator
Time freedom
Your motivator: 8th
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Comparative data
Collective motivators Conforming motivators
Individual focus motivators Freedom motivators
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Motivation in the Workplace Evaluation | Feedback Report for 32
Comparative data
Most popular motivators for:
Age: 19-33Known as an expert
Pressure and deadlines
Working with others
Learning
Help others
Creative
Being respected
Challenge
Country: United KingdomHelp others
Creative
Pressure and deadlines
Working with others
Known as an expert
Being respected
Learning
Recognition
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Motivation in the Workplace Evaluation | Feedback Report for 33
Comparative data
Most popular motivators for:
Industry: Catering/Hospitality
Ethical
Help others
Well known organisation
Make decisions
Supervise others
Financial reward
Learning
Variety
Level: Middle managementOrganised and structured
Ethical
Fast pace
Being respected
Make decisions
Challenge
Geographically right
Security
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Motivation in the Workplace Evaluation | Feedback Report for 34
Summary
This booklet has provided you with theboth the output from your ‘motivation inthe workplace’ evaluation and aninterpretation of these results. It alsohas provided you, hopefully, with foodfor thought about the connectionbetween what motivates you and yourworkplace.
Other reading:Kouzes, J and Posner, B (2003) Theleadership challenge, Fourth Edition,Jossey-Bass, San Francisco.
Seymour, J and O’Connor, J(1994)Introducing NLP, Thorsons Press.
Porras, J, Emery. S and Thompson, M(2007) Success built to last, WhartonSchool Publishing.
Barrett, R (1998) Liberating thecorporate soul, ButterworthHeinemann
Finally, this knowledge may also helpyou in your daily life away from workas well. We hope you enjoyed thisprocess of learning and wish youevery success in applying thisknowledge in your future lives.
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35Sensory Preference Evaluation | Feedback Report for
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Evaluate your organisation
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Evaluate your team
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Motivation in the Workplace Evaluation | Feedback Report for 36
Motivation in
the workplace
evaluation
Feedback Report for
“The key to motivation is
motive
Roger Merrill
‘‘
Sample report
Sample report