2. 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
2
3. About PsychTests
Online since 1996
More than 100 professional tests
Career
Personality
Intelligence
Sports
Attitudes and beliefs
Health
Relationships
3
4. 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
4
5. You can lead a horse to water, but
you can’t make him drink …
5
6. 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
6
7. 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
7
9. 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
9
10. 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
10
16. 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)
16
17. Herzberg’s Two-Factor Theory
Hygiene 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
17
18. 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)
18
19. Herzberg’s Two-Factor Theory
Motivators
Achievement
Recognition
Work Itself
Responsibility
Advancement/Promotion
Growth
19
20. 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.
20
22. Adams’ Equity Theory
Inputs Outcomes
Time Job security
Effort Esteem
Loyalty Salary
Hard Work Employee benefit
Commitment Expenses
Ability Recognition
Adaptability Reputation
Flexibility Responsibility
Tolerance Sense of achievement
Determination Praise
Enthusiasm Thanks
Personal sacrifice Stimuli
Trust in superiors
Support from co-workers and
colleagues
Skill
22
23. 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 23
24. 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.
24
26. 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
26
27. 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
27
28. McGregor X and Y Theory
Companies managing according to Companies managing according to
Theory X believe that employees Theory Y believe that
Dislike work, are inherently lazy and Work can be as natural as play and
will avoid work if they can rest
Have no ambition, avoid responsibility People will be self-directed to meet
and would rather follow than lead their work objectives if they are
Are self-centered and don’t care about committed to them
their job or the organization People will be committed to their
Resist change objectives if rewards are in place that
The only way to motivate is by address higher needs such as self-
monetary rewards fulfillment
Under these conditions, people will
seek responsibility
Most people can handle responsibility
because creativity and ingenuity are
common in the population
28
29. McLelland’s theory
Focuses on an individual's desire High N-Ach:
for significant accomplishment, Choose moderately difficult task
mastering of skills, control, or high that are still challenging but within
standards reach
Employees are not motivated by Low N-Ach:
the mere need for money Choose easy tasks to minimize
Extrinsic motivation (e.g., money) risk of failure
could extinguish intrinsic Choose very difficult tasks so that
motivation such as achievement failure is not embarrassing
motivation
3 factors:
Need for achievement
Need for affiliation
Need for power
29
30. McLelland’s theory
High in N-Pow High N-Aff:
Desire to establish and
Desire to control
maintain friendly
others, influence their relations with others
behavior or be Want to fit in and be
responsible for them liked by others
Prefer work that has Prefer work that
an impact on people involves interpersonal
and events and brings relationships, provides
public recognition and companionship (team
praise work) and that brings
social approval
30
31. Goal-setting Theory (Edwin Locke)
People are driven to reach a Goal setting affects performance
clearly defined end state by
This end state is a reward in itself Focusing attention towards goal-
relevant activities and away from
Goal efficiency is affected by: goal-irrelevant activities
Proximity Serving as an energizer; higher
Difficulty goals will induce greater effort
Specificity while low goals induce lesser
Goal should be effort
Affecting persistence
Of moderate difficulty – not too
hard but not too easy (challenging Activating cognitive resources -
but attainable knowledge and strategies which
Objectively defined allow employees to cope with the
situation at hand
Understandable for the person
Clarifying performance
Specific and measurable expectations
Establishing a frame of reference
for feedback and self-evaluation
31
32. 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
32
34. Motivators covered in the test
Achievement Recognition and
Identity and Purpose Appreciation
Independence/autonomy Fun and Enjoyment
Change and Variety Power
Creativity Status
Learning Financial Reward
Improvement Balanced Lifestyle
Inspiration Mobility
Social Factors Stability
34
35. Achievement
"I want to get ahead, and I am willing to make the
necessary sacrifices."
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
35
36. Achievement
What works What irritates them
Tasks they find personally Not knowing what is expected of
challenging them
Advancement within the company Lack of alignment between
Setting regular goals along with organizational goals and personal
concrete ways of measuring ones
progress Lack of opportunities to improve
Opportunities to introduce new skills
ideas Stagnation
Regular job evaluation/feedback Lack of feedback about their
so that they know how they are performance
progressing Lack of recognition
Opportunities to develop new skills Coworkers who are too laid back
and training in areas they are and not pulling their weight
interested in Sharing credit with slackers, when
Recognition for work well done
it comes to team work
36
37. Identity and Purpose
“I am what I do for a living."
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
37
38. Identity and Purpose
What works What irritates them
A job that fits their values and self- Idling
identity Meaningless tasks
Meaningful job that they can be Lack of recognition
proud of Environment that suppresses
Fancy job titles, name tags
initiative or makes it difficult for
Letting them shape their job employees to be engaged
Giving them a choice of projects Apathetic colleagues
and tasks or assigning to them Companies that are cynical or
projects with personal dishonest
meaning/importance
Recognition and appreciation of
their contribution
Opportunities to "shine"
38
39. Independence
“I need to be free to choose how I do things and stay in charge of
what I do at work.."
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
39
40. Independence
What works What irritates them
Empowerment Micromanagement
Autonomy to take personal Lack of authority; worst case is when
responsibility for their work the manager delegates the
Trust on the part of the employer responsibility to them but not the
Flexible work schedule authority to make decision and to
control the process
Telecommuting
Inflexible schedule
Giving them responsibility for the entire
Detailed timesheets
project or a large part of a project and
letting them develop the plan of action
Delegate to them not only the tasks Watch out for
and the responsibility, but also Ambiguity – if goals are unclear, they
sufficient decision power may go down the wrong path for a
Sense of control over their day-to-day while
schedule Scope creep (especially if coupled with
Management by objectives motivators such as creativity and
Turning projects into entrepreneurial improvement) – they will get plenty of
ideas as the project unfolds
endeavors or giving them ownership of
a project
40
41. Change and Variety
"Variety keeps me going – can’t do the same old stuff
day-in and day-out."
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
41
42. Change and Variety
What works What irritates them
Innovative, flexible, and dynamic work Boredom
environment Idling
A variety of projects and tasks Routine tasks
Rotation of routine tasks among Strict, stifling atmosphere at work
employees Ban on adjusting their work space
Non-restrictive job description
(moving furniture, decorating, bringing
Opportunity to get involved in projects plants, pictures etc.)
outside of the usual domain Strict, all-business décor
Minimize routine tasks, automate Working on a production line
wherever possible Following strict procedures
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
42
43. Creativity
"I am an idea person and need to satisfy my creative side
through my work."
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
43
44. Creativity
What works What irritates them
Giving them creative projects or 9 to 5 jobs with no flexibility
tasks that require creative thinking Micromanagement
Environment that is conducive to Sticking to tried-and-true solutions
creativity; one that minimizes rigid Boredom
guidelines
Routine tasks
An atmosphere of openness to
Strict, stifling atmosphere at work
new ideas and encouragement of
"out of the box" thinking Ban on adjusting their work space
Management open to innovative (moving furniture, decorating,
approaches bringing plants, pictures etc.)
Some "down-time" is necessary in Strict, all-business décor
order to play with new ideas Working on a production line
Opportunities for nurturing Following strict procedures
creativity (brainstorming sessions,
creativity training, etc.)
Opportunity to showcase their
creative endeavors
44
45. Learning “Learning is a life-long process."
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
45
46. Learning
What works What irritates them
Tasks that require gaining new Lack of opportunities to learn new
knowledge things
Training and courses in their areas of Managers and colleagues who don’t
interest or outside of it value education and knowledge
Intellectually stimulating atmosphere Environment where going a little
that encourages growth deeper than expected is discouraged
Minimizing routine; avoiding "non- or even punished
thinking" tasks Positions where there is no challenge,
Research-related tasks as often as no unknowns, nothing to new to learn
possible Lack of intellectual stimulation on the
Find or create opportunities for job
movement within the company (vertical Routine tasks that don’t lead to
or lateral) learning new things
Opportunities to share new knowledge Meaningless tasks
(training, coaching, mentoring)
46
47. Improvement
“I want to make the world a better place."
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
47
48. Improvement
What works What irritates them
Opportunities to improve the Indifference
conditions at work Complacency
Opportunities to improve processes Lack of drive to innovate
and efficiency at work Lack of morality in coworkers
Engaged staff – passionate about the
Companies that are cynical or
product/services dishonest
Create opportunities for charity work
Meaningless tasks
(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
48
49. Inspiration
“I want to make people think or feel something, to be
moved by what I do."
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
49
50. Inspiration
What works What irritates them
Opportunity to express their ideas and
perspectives Lack of opportunities to inspire others
verbally Lack of purpose in their job
through writing Lack of vision
some other art form
by doing what they are good at -
Lack of opportunity to share their
serving as an example knowledge and ideas
Opportunity to interact with others in a Inability to have any input into projects
meaningful way Lack of respect
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)
50
51. Social Factors
“I'm a people-person and I need human
interaction to feel fulfilled."
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
51
52. Social Factors
What works What irritates them
Team work Bullying and unfriendliness
Opportunities to collaborate with Social isolation
co-workers and interact with
Solitary work
clients
Opportunity to help others Lack of social activities
Clients Limited communication with others
Coworkers Staff full of introverts
Social activities and team building
exercises
Friendly, supportive environment; Watch out for
good team Chatterboxes
Creating a feeling of belonging
Managers who truly care about
their direct reports
52
53. Recognition/Appreciation
“I need a word of thanks or some positive encouragement to show me that
what I'm doing is noticed and appreciated."
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
53
54. Recognition/Appreciation
What works What irritates them
Opportunities to excel Unfairness
Regular feedback Credit grabbers
Regular recognition (company awards, Managers who only give negative
any show of thanks, pat on the back) feedback but never praise for a job
Varied ways of showing appreciation well done
(boss taking them for lunch, mention of Disapproval and criticism (they may be
exemplary performance at a team able to take it but it makes them feel
meeting, etc.) anxious)
Bonuses in recognition of work well Being systematically outperformed
done (landing a contract, finishing a Lack of feedback
long term project, coming in under
budget, etc.)
Diplomacy during performance Watch out for
People who take it too far – extremely
evaluation
start with positive feedback high need for approval is unhealthy
Those with dependency issues
explain shortcomings as
Selective attention to negative
“challenges”
develop concrete action plan for feedback
improvement
reiterate positive aspects
Feeling of belonging to a team
54
55. Fun and Enjoyment
“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."
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.
55
56. Fun and Enjoyment
What works What irritates them
Ensure good job fit
They may tolerate a certain amount of
When possible, assign projects based
on interests and strengths “unpleasant” tasks, but their motivation
When dividing tasks, allow people to might take a hit if it’s too much
volunteer Micromanagement
During pre-hire interviews, ask about Strict, stifling atmosphere at work
what they enjoy (fun means different
Ban on adjusting their work space
things to different people
During performance evaluation, ask (moving furniture, decorating, bringing
what aspects of their job or what plants, pictures etc.)
projects they enjoyed the most and the Strict, all business décor
least (=> and customize the job
description if possible)
Social events
Watch out for
Generous vacation packages
Time-wasters
Flextime
Time management issues
Light-hearted, playful, fun environment
Management by objectives Entitledness
56
57. Power “I want to be the one in charge."
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
57
58. Power
What works What irritates them
Leadership opportunities Following a weak leader
Offering management training and Ambiguous chain of command
development of leadership skills Flat organizational structure with
Opportunity to lead projects (as no room at the top
team leaders) Micromanagement
Giving them autonomy,
responsibility and decision-making Watch out for
power (don’t forget to define their
Power tripping
boundaries)
Consider a job title/description Poor social and communication
with some clout skills
Opportunity for advancement Lack of consideration for the social
Career development programs factors
Unhealthy competition
Healthy competition
58
59. Status
“I want my job to carry some weight in society."
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
59
60. Status
What works What irritates them
A job at a company that is well known Demeaning jobs
A position within a company that has a Lack of purpose
PR disasters (feel personal shame to
lot of pull
A job title that is meaningful to them
be working for the company)
Lack of respect
Anything that adds to their prestige
Lack of appreciation and recognition
(name plate, reserved parking, being Not having a business card
invited to important meetings)
Nepotism, favoritism
Opportunities to shine through their
Being bypassed for a promotion
work (needs to be handles with extra care)
Public recognition of work well done
Opportunity for advancement within
Watch out for
the company Unhealthy competition
Appointment to committees Credit grubbers
Healthy competition
60
61. Financial Reward
"Work should afford me the lifestyle I deserve. I work hard, but I
want a high return on that investment."
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
61
62. Financial Reward
What works: What irritates them
A competitive salary and benefits: Being or feeling
employers should stay on top of undercompensated
the industry standards. Perceived inequity, especially
An established system for raises compared to colleagues with
that they can work towards “worse” performance
Merit-based raises Struggling financially
Performance bonuses Seeing things they “should” be
Commission able to afford but are not
Perks: incentives, bonuses, stock
options, profit sharing, expense Watch out for:
account, company car, cell phone, Entitledness
living allowance Overgrown egos
Job hoppers
62
63. Balanced Lifestyle
"I work to live, not live to work.”
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
63
64. Balanced Lifestyle
What works What irritates them
Flextime Juggling too many responsibilities
Telecommuting Guilt trips if they take time off to take
Work sharing care of sick children
Generous vacation time Too much travel (especially single
Personal & sick days, compassionate parents)
care policies Overtime requests
Flexible benefits packages (mix and Shift work
match options) Irregular schedule
Work-related social activities involving Last minute assignments
the whole family End-of-day meetings
Perks and rewards: gym membership,
game tickets, weekend get-aways Watch out for
Child-care facility in the building Time theft
Allowing streaming video at breaks to
check on kids (some daycare centers
Fake sick days
offer real-time viewing) Burnout
Bring your child to work day Stress-related health issues
Pet-friendly offices Absenteeism
Stress reduction programs
Reasonable travel policies
64
65. Mobility
“I want my work to take me to new places."
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
65
66. Mobility
What works What irritates them
Opportunities to travel through They love to hate the challenges
work, even if only occasionally of frequent travel
Attending conferences, training, or
Not being compensated properly
retreats in different places
Reasonable travel policies
for travel time and weekend travel
Cheap hotels
Possibilities for relocation (for
some but certainly not all) Stingy travel policy
Perks: company car, cell Being away from family
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
66
67. Stability
“I want a job I can count on, one that gives me a sense of
security."
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
67
68. Stability
What works What irritates them
Clear sense of where things are going Rumors about lay-off, cut-backs,
at work. mergers etc.
Approachable managers
Fairly structured, dependable Watch out for
environment Total devastation if you terminate the
Make sure communication is clear employee – if they were doing a
regarding any "instability" issues decent job, assist them in finding a
(industry trouble, cutbacks, etc.) is new job, give them letters of
clear. recommendation etc.
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
68
70. Charismatic Leadership Cluster
Motivators: How this plays out in the workplace:
Primary Leadership profile
Have a vision they strongly believe in
Improvement
and the drive to achieve it
Inspiration
Are keenly aware of people around
Achievement and know how to inspire them and
Social factors persuade them to follow
Secondary Can come up with creative ideas, think
out-of-the-box
Creativity
Learning
Identity and purpose
Fun and enjoyment
70
71. The “Suits” Cluster
Motivators: How this plays out in the workplace:
Primary Three different business meetings in a
week, in three different cities? Need
Little desire for
someone to spearhead the opening of
balanced lifestyle a new branch in another country?
Mobility Choose someone with this profile.
Identity and Purpose Always on the go
Power Business traveler
Can make a makeshift remote office at
Status
the gate at the airport
Secondary
Creativity
Learning
71
72. Generation Y Cluster
Motivators: How this plays out in the workplace:
Primary Know what they’re looking for in a job,
and will not stick around long if a
Change and Variety
position doesn’t live up to their
Independence expectations.
Creativity Boredom is their enemy.
Learning Generation Y is the most
Fun and Enjoyment
technologically advanced generation.
They are likely to be quick learners.
Secondary
Are likely to be the ones starting many
Power of the .com businesses – this allows
“Job-hopping” (little them to be their own boss, and work at
something they are passionate about.
desire for stability,
mobility)
72
73. Employee of the Month Cluster
Motivators: How this plays out in the workplace:
Primary Want to be valued
Public praise will make their day
Recognition and
Reprimand in private – public
appreciation
reprimand would be devastating to
Status
their sense of self
Secondary Want to be popular among their peers,
Identity and purpose not just among the management
Fun and enjoyment Will appreciate a performance bonus
Social factors
but don’t use the carrot-on-a-stick
method; rather, reward after the
Financial reward accomplishment, but not every time
73
74. Work Horse Cluster
How this plays out in the workplace:
Motivators: Need stability to perform optimally - job security is
Primary absolutely essential.
Mostly content with status quo, tried and true ways
Stability
of solving problems
Financial Like routine, easily slip into complacency
reward Get a sense of accomplishment by plowing
Secondary through their task list
No lofty goals – they want to do their job, do it well,
Achievement
and that’s it
Power 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
74
75. Super Achiever Cluster
Motivators: How this plays out in the workplace:
Achievement Would likely enjoy challenging projects
Creativity
outside their comfort zone
Would likely thrive if offered a
Improvement
promotion to a leadership position –
Inspiration will set a good example for others; set
Learning high standards
Learning is an ongoing process – will
Some power
likely take advantage of opportunities
to update their skills
75
76. Humanitarian Cluster
Motivators: How this plays out in the workplace:
Achievement They want to know that their job makes
Improvement
a difference.
Make it clear to them how their work
Inspiration
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.
76
77. Innovator Cluster
Motivators: How this plays out in the workplace:
Achievement These are the pioneers
They don’t just visualize ideas – they
Creativity
have the motivation to bring them to
Learning
fruition
Change and variety Allow them to spearhead brainstorm
meetings, or initiate project ideas
77
78. Visionary Cluster
Motivators: How this plays out in the workplace:
Creativity Creative types with a heart of gold
Will want their artistry or ingenuity to
Improvement
move others, or benefit the world in
Inspiration
some way.
Allow them to come up with ideas on
how the company can improve its
corporate image.
78
79. Freelancer Cluster
Motivators: How this plays out in the workplace:
Change and Variety Autonomy is key – if they can’t make
Independence
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.
79
80. The “Donald” (Tycoon) Cluster
Motivators: How this plays out in the workplace:
Identity and Purpose Even if these people do start at the
Power bottom, they’ll always have their
Status eyes on the topmost rung of the
ladder.
Recognition and
Will want to make a name for
Appreciation
themselves – don’t expect them to
Financial Reward
be a faceless, cubicle-filling, pencil
pusher for very long. If they’re not
the ones running the company,
they will be soon enough.
80
81. Approval Seeker Cluster
Motivators: How this plays out in the workplace:
Will desire both tangible (plaques,
Recognition and
awards) and intangible rewards (praise).
Appreciation
Promotions will be a major motivating
Status
factor. A fancy job title will go a long
Identity and Purpose way.
Praise, especially public one, is
Achievement
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.
81
82. Prestige Seeker Cluster
Motivators: How this plays out in the workplace:
Primary Very driven and would likely
Financial reward accomplish great things if you
make it worth their while. Want to
Power be the top banana.
Status A bit full of themselves with some
Secondary propensity to power tripping – they
know their value and are not afraid
Recognition and to flaunt it
Appreciation Score-keepers – can be fiercely
Identity and Purpose competitive, within the company
Achievement 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.
82
85. Ranking of Motivators
Rank Motivators Mean Rank Motivators Mean
1 Achievement 88 11 Social Factors 65
2 Learning 83 12 Mobility 64
3 Inspiration 81 13 Power 64
4 Creativity 80 Recognition and
5 Fun and Enjoyment 78 14 Appreciation 63
6 Improvement 77 15 Balanced Lifestyle 62
7 Financial Reward 71 16 Independence 62
8 Change and Variety 67 17 Status 50
9 Identity and Purpose 67
10 Stability 66
85
86. Gender differences
Women score higher on Men score higher on
Achievement (+2 points) Creativity (+2 points)
Balanced lifestyle (+4 points) Financial reward (+5 points)
Identity and purpose (+2 Mobility (+4 points)
points) Power (+5 points)
Improvement (+7 points) Status (+3 points)
Learning (+2 points)
Recognition and appreciation
(+4 points)
Social factors (+3 points)
Fun and enjoyment (+3 points)
86
87. 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
87
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
88
158. Status Scale as a Function of Satisfaction with
Current Job
158
159. Fun and Enjoyment Scale as a Function of
Satisfaction with Current Job
159
160. Complementary assessments
Intelligence Types Test
Management Skills and Style Assessment
(MANSSA)
Career Advancement Test
Emotional Intelligence Test
Advanced Multidimensional Personality
Matrix (AMPM)
160
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
161
162. Ilona Jerabek, PhD
9001 blvd. de l’Acadie, Suite 802
Montreal, Qc H4N 3H5
ilona@psychtests.com
Direct line: 514-745-3189, ext 112
Fax: 514-745-6242
http://archprofile.com
http://www.psychtests.com
162