Motivation management

original name: Motivational Management

Publisher: Unity-Dana

Year of publication: 2004

Pages: 400 s.

ISBN: 0-566-08102-4

Written by training experts, this book is based on research into human needs. 12 factors are considered that can be used as motivators in the conditions of labor collectives.

An analysis of each of the motivational factors, their compatibility and mutual influence gives a real picture of a person's needs.

For managers and senior executives, the book allows you to get general idea about methods of managing employees with different characters, needs, goals. The proposed recommendations and management tools can be modified by managers based on their own experience and situation.

For students, graduate students and teachers, as well as managers, personnel managers, personnel departments, psychologists of enterprises and organizations.

Foreword
How to use this book

Part I. Motivational profile test
How to use the Questionnaire test

Part II. Twelve Motivational Factors
Factor 1. High earnings and financial incentives
Factor 2. Physical working conditions
Factor 3. Structuring
Factor 4. Social contacts
Factor 5. Relationships
Factor 6. Recognition
Factor 7. Commitment to Achievement
Factor 8. Power and influence
Factor 9. Diversity and change
Factor 10. Creativity
Factor 11. Self-improvement
Factor 12. Interesting and useful work

Part III. Motivation in action
change management
How to deal with stress
Teamwork
Training and improvement
Personnel selection
Ability to work in a team

Applications
Annex 1. Theoretical foundations
Annex 2. Development of a Motivational Profile

Bibliographic list

Motivational Management

Sheila Ritchie and Peter Martin

Translation from English

edited by doctor of psychological sciences, professor E.A. Klimov

Recommended by the Educational and Methodological Center "Professional Textbook" as a teaching aid for university students studying in the specialties 062100 "Personnel Management", 061100 "Organization Management", 020400 "Psychology"

UDC 005.96:331.101.3(075.8) LBC 60.823.3ya73 Р56

Editor-in-Chief of the Publishing House Doctor of Economic Sciences N.D. Eriashvili

Translation from English E.E. Lalayan

Richie S., Martin P.

R56 Motivation management: Proc. allowance for universities / Per. from English, ed. prof. E.A. Klimov. - M.: UNITI-DANA, 2004. - 399 p. - (Series "Foreign textbook").

ISBN0-566-08102-4 (English) ISBN5-238-00599-7 (Russian)

Written by training experts, this book is based on research into human needs. 12 factors are considered that can be used as motivators in the conditions of labor collectives.

An analysis of each of the motivational factors, their compatibility and mutual influence gives a real picture of a person's needs.

For managers and senior executives, the book allows you to get a general idea about the methods of managing employees with different characters, needs, goals. The proposed recommendations and management tools can be modified by managers based on their own experience and situation.

For students, graduate students and teachers, as well as managers, personnel managers, personnel departments, psychologists of enterprises and organizations.

BBC 60.823.3 I73

ISBN 0-566-08102-4 Motivation Management ISBN 5-238-00599-7 (Russian) Text © Sheila Ritchie and Peter Martin 1999

Motivation-to-work Profile © Sheila Ritchie 1988 etseg All rights reserved.

Published by Gower Publishing Limited Gower House, Croft Road, Aldershot Hampshire GU11 3HR England © UNITY-DAN PUBLISHING, translation, layout, 2003

Foreword

The idea for this book came from a hopeless situation. We, as trainers in training staff, have come to understand that motivation as a separate subject has not been able to reach its full development. Managers continued to be trained as if Maslow, Herzberg, and McGregor were the only authors worthy of attention and study. Nobody argues, they really were pioneers in their field and made a significant contribution, but since then no studies have appeared that would be as universally recognized or studied as widely as the work of these authors. However, their works were created in the period of 1940-1960s. Of course, since then, the science of management had to go forward. And we believe that the process should touch not only theory, but also the development of motivational tools for practical use in management.

Careful analysis of the existing literature has led nowhere. The only thing left was to do independent research. Of course, the prospect is not easy, but this is the only way to provide managers with the help they say they need. As training specialists, we had a significant advantage in this area. We spoke to large groups of managers at all levels in various industries industry, commerce and government controlled. The only thing that we could not immediately realize was the magnitude of the task that had to be solved.

And the first question that arose was the question of how we should act. There was a need for work that would be perhaps more valuable on the basis of non-parametric statistics and in the field of social and individual research. What was needed was something simple enough to use, but with depth and versatility. We wanted to reveal the individuality of a person as opposed to the mass of people, and we needed tools that could show the interaction of people with each other in a team environment. Finally, we intended to build a model that could be modified and improved based on subsequent research.

Of course, we were aware that there is no simple theory that could give a complete explanation of individual human needs. Man, simply by virtue of his nature, does not lend itself to full analysis. And of course, we were happy to take this fact as the starting point of the study. This is a guarantee that, for example, the unshakable Berlin Wall will someday be destroyed anyway, and the most intractable disputes will be settled. So the task was, first of all, to simplify the complex and to accumulate a sufficient amount of useful material for practical application.

We decided to act, not abandoning the previously achieved, but building on it. Considered the factors that have been identified as motivators by previous research and experience, and added new motivators to them, which, in our opinion, have not been sufficiently taken into account so far. In the absence of a complete motivational picture, it was necessary to offer such a number of motivators that would be optimal for practical use by eternally busy managers. In the end, we settled on 12. Some of these 12 motivators turned out to be more important than others on closer inspection, so in practice their number may be less than 12.

Further research may show that the identified 12 motivators do not provide the most complete understanding of the essence of motivation. But it doesn't matter: you had to start somewhere, and using the most modern ideas in this area seemed to us a good starting point for research. In practice, this approach provided us with an additional advantage. It lies in the fact that in the process of using our recommendations and the tools we have proposed, managers can modify them based on their own experience and observations. They can improve the model we have proposed and even build their own. We would be happy to help them and would no doubt like to hear their thoughts and conclusions.

So how were we supposed to solve the problem we had set for ourselves? The first step was to identify those factors that motivate people, in their own opinion. The second step was to see if they accepted our own conclusions on the subject as correct. Then it was necessary to find out whether people are aware of how they perceive themselves. This can be understood both through direct questioning and indirectly, for example, by asking them to characterize colleagues with whom they find it easy to work, and those with whom they find it difficult to work, etc. We coped with this work, but, as it became clear, further research in this direction can be very fruitful. At this point, we were encouraged not only by the formal results of the research, but also by the fact that we did succeed. It turned out that people are truly aware of their essence. But a much more pleasant discovery for us was that teams of workers perceive themselves as such and are full of enthusiasm for their involvement in the further development and improvement of teams. Teams and individuals have been found to be aware of the tools they have to communicate constructively as they work and build relationships in a creative way. And although there was still a lot of work ahead, the initial frustration due to the lack of motivational tools that forced me to start this work began to decrease.

How did we achieve this? The first stage of the work - asking people about what they think motivates them - was carried out using the developed self-assessment test. To this end, the age-old, traditional forced choice approach was used, in which the test-takers had to "weigh" the relative value of each of the 12 motivational factors. Appendix 2, which describes the development of this test, describes how each of the tools was identified and tested, how it was then developed, and how we arrived at the final version of the test. The result of our research has become a unique Motivational Profile (Motivation Test) for each person, which reveals the relative value of each of the 12 motivators.

Of course, we could not measure the absolute value of each human motivational need. For example, to measure the "absolute" strength of the objective need for diversity on a certain motivational scale, similar to the scale proposed by Richter to assess the strength of an earthquake. Such an accurate assessment is obviously impossible, although in the chapter "Selection of Personnel" we have made some progress in this direction. Similarly, it is impossible to state categorically that a person's need for achievement is five times greater than the need for power. What is absolutely true is that each of those who took the test "weighed" all 12 motivational factors in order of importance relative to each other, and this provided a realistic picture of their relative needs. In this way, a person can figure out that his need for variety at work, for example, outweighs his need for achievement, and also gain some insight into their relative value to himself.

The practical benefit of our study for managers is that it will allow them to gain a general idea of ​​how to manage workers with different needs. And most likely, these people will be more different than like each other. In the process of conducting research, the first task was to try to draw conclusions about what generally motivates managers themselves. We needed a databank with answers from a large number of respondents, about a thousand questionnaires with detailed answers (profiles). It took four years to create such a data bank. Later, we also collected 412 more questionnaires to test the theory of increased stress caused by increased competition and downsizing of organizations. However, to come to this conclusion, Herzberg used an initial database of 200 questionnaires. The survey participants were managers whom we met in the course of doing business, as well as those who studied at our courses. Then came the dropout. We considered the mode, mean values ​​of the indicators and the range of values ​​(lowest and highest values) of each factor. The selected instrument provided reasonable acceptable results and appeared to be not only meaningful but also reliable (described in more detail in the appendix). We critically compared the initial 1054 and subsequent 412 questionnaires and as a result selected 1355 suitable for further work and complete questionnaires.

It is interesting to note that almost no significant differences were found in the answers of representatives various kinds activities. This was partly due to our failure to find a sufficiently rigorous method, say based on a standard classification of industries, to classify and characterize positions in various fields of activity. Therefore, I had to deal with generalized categories of professions, for example, architect, engineer, Financial Manager, civil servant (official), etc. We came to the conclusion that the differences between individual individuals are more significant and profound than the differences between professions. In addition, several interesting results were obtained. For example, although the respondent group we surveyed consisted mainly of managerial personnel (managers), the results showed a relatively lower desire for power and influence than one might expect. It turned out that the need for recognition of one's achievements and for the achievements themselves is much higher than the need for influence - a result that forced us to study the methods of selecting and improving managers, issues of role content and the effectiveness of their activities.

I had to think carefully about the important point made by a clinical psychologist that so many people work in the “wrong” job, and therefore their needs cannot be expected to coincide with the needs of this job (this type of activity)! Interviewing respondents only confirmed the specialist's remark: too many people claimed that their work was not suitable for them, or, even worse, provoked constant stress in them. We even wondered if most professions would ever be filled by people for whom this work would be satisfying, or at least not unpleasant.

Another aspect in which we expected to find significant differences is national motivational tendencies. After all, experts such as Hofstede (1994) and Trompenaars and Hampden-Turner (1997) have identified significant differences in attitudes to work using their developed evaluation methods. We have not been able to find any: the differences between individuals within any group or within any country were very striking; intergroup differences, as well as interethnic ones, were practically not visible. Our database has revealed many other aspects of individual motivation, which we will discuss in more detail below.

How can managers apply our findings in practice? We focused on the study of the essence of motivation, which we understand as the satisfaction of human needs (in the process of work). When a person is properly motivated, he thinks and acts properly, i.e. laughs more, grumbles and complains less. It follows that the task of a manager is to determine what motivates people. Is it necessary to provide a person with opportunities, say, to achieve success and advancement or to increase the variety of work performed, or should the duties performed by him be heavily regulated? How can a manager figure this out? A good starting point for this task is our Motivation Profile. It provides a useful framework for a structured discussion and, combined with the individual characteristics of the other members of the team, provides some insight into how the team should be managed. Filling out the profile should take place in a friendly environment, excluding any hint of the threat of consequences for untruthful answers. Self-esteem tests are only effective when people answer questions sincerely because they want to understand what motivates them. This issue of sincerity will be explored in more detail in Appendix 2 on developing a motivational profile.

Another possibility is for a manager, alone or in combination with self-assessment tests, to use his powers as an observer to determine if his people are motivated and then to consider the reasons for motivation. For example, a manager, observing a smiling worker walking with a slightly relaxed gait, should ask himself the question “What is he so pleased with?”. And if the answer to this question is: “because he had the opportunity to be creative and succeeded,” then this means that his motivator may be creativity. Over time, managers can develop a systematic picture of the factors that motivate the people around them. Similarly, our book offers a starting point for those who seek to reflect on themselves and their motives. But whoever the book is intended for and whoever reflects on it, in any case, he will find a detailed study of all 12 motivators, the interactions of people in groups, as well as methods for motivating teams. We believe we are putting a powerful learning tool into the hands of ever-busy managers. When used systematically, the lessons of this book will become an indispensable guide for them in professional activity. And then we will check whether our work has really benefited.

Sheila Richie Peter Martin

For each of the options (a), (b), (c), (d) in the given statements, use all 11 points. .

Statements

1. I believe that I could make a great contribution in a job where

(a) good salary and other types of remuneration;

(b) it is possible to establish good relationships with work colleagues;

(c) I could influence decision-making and demonstrate my worth as an employee;

(d) I have the opportunity to improve and grow as a person.

2. I would not like to work where

(a) there is no clear indication of what is required of me;

(b) practically absent Feedback and evaluation of the effectiveness of my work;

(c) what I do looks of little use and little value;

(d) poor working conditions, too noisy or dirty.

3. It is important to me that my work

(a) was associated with significant diversity and change;
(b) gave me the opportunity to work with a wide range of people;
(c) gave me clear directions so that I knew what was coming from me

required;

(d) allowed me to get to know the people with whom I work.

4. I suppose that I would not be very interested in a job that

(a) would provide me with little contact with other people;
(b) would hardly be noticed by other people;

(c) would not have a specific shape, so I would not be sure what is required of me;

(d) would be associated with a certain amount of routine operations.

5. I like the job if

(a) I have a clear idea of ​​what is required of me;

(b) I'm comfortable workplace, and I get little distraction;

(c) I have good remuneration and wages;

(d) allows me to improve my professional qualities.

6. I guess I would like it if

(a) there would be good working conditions and there would be no pressure on me;

(b) I would have a very good salary;

(c) the work would actually be useful and bring me satisfaction;

(d) my achievements and work would be appreciated.

7. I don't think work should

(a) be loosely structured, so that it is not clear what should be done;

(b) provide too few opportunities to get to know other people well;
(c) be of little significance and of little use to society or uninteresting to perform;

(d) remain unrecognized, or its implementation should be taken for granted.

8. Satisfying work

(a) is associated with significant diversity, change and stimulation of enthusiasm;

(b) provides an opportunity to improve their professional quality and develop as a person;

(c) is useful and meaningful to society;

(d) allows me to be creative (be creative) and experiment with new ideas.

9. It is important to work

(a) recognized and valued by the organization in which I work;
(b) provide opportunities for personal growth and improvement;

(c) was associated with great diversity and change;

(d) would allow the worker to influence others.

10. I don't think that work will be satisfying if

(a) in the course of its implementation there is little opportunity to carry out

contacts with different people;

(b) salary and remuneration are not very good;

(c) I am unable to establish and maintain good relationships with work colleagues;

(d) I have very little autonomy or flexibility.

11. The best work is the one that
(a) provide good working conditions;

(b) gives clear instructions and explanations about the content-of-work;

(c) involves performing interesting and useful tasks;

(d) allows for recognition of personal achievement and quality of work.

12. I probably won't work well if

(a) there are few opportunities to set goals and achieve them;

(b) I do not have the opportunity to improve my personal qualities;

(c) hard work is not recognized and adequately rewarded;

(d) the workplace is dusty, dirty or noisy.

13. When defining job responsibilities, it is important

(a) enable people to get to know each other better;

(b) enable the employee to set goals and achieve them;

(c) provide conditions for the manifestation of creativity by employees;

(d) ensure the comfort and cleanliness of the workplace.

14. I probably don't want to work where

(a) I will have little autonomy and little opportunity to improve my personality;

(b) research and scientific curiosity are discouraged;

(c) very little contact with a wide range of people;

(d) there are no worthy bonuses and additional benefits.

15. I would be satisfied if

(a) it would be possible to influence the decision-making of other employees;

(b) the work would provide wide variety and change;

(c) my achievements would be appreciated by other people;

(d) I would know exactly what is required of me and how I should do it.

16. Work would be less satisfying to me if

(a) would not allow setting and achieving complex goals;
(b) would not clearly know the rules and procedures for performing the work;
(c) the level of payment for my work would not correspond to the level of complexity of the work performed

(d) I would have little or no influence on the decisions made and what others do.

17. I believe that the position should provide
(a) clear job descriptions and indications of what is required of me;

(b) the opportunity to get to know your co-workers better;

(c) the ability to perform complex production tasks requiring the tension of all forces;

(d) diversity, change and encouragement.

18. Work would bring less satisfaction if
(a) would not allow even a small creative contribution;

(b) would be carried out in isolation, i.e. the worker would have to work alone;

(c) there would be no favorable internal climate in which the employee could grow professionally;

(d) would not give the opportunity to influence decision-making.

19. I would like to work where

(a) other people recognize and appreciate the work I do;
(b) I will have the opportunity to influence what others do;

(c) there is a decent system of allowances and additional benefits;

(d) can be put forward and tested new ideas and be creative.

20. It is unlikely that I would want to work where
(a) there is no diversity or change in work;
(b) I will have little opportunity to influence decisions
(c) wages are not too high;
(d) working conditions are not good enough.

21. I believe that a satisfying job should involve

(a) having clear instructions so that workers know what is required of him;

(b) the opportunity to be creative;

(c) the opportunity to meet interesting people;

(d) feeling of satisfaction and really interesting tasks.

22. Work will not be enjoyable if

(a) minor allowances and additional benefits are provided;

(b) working conditions are uncomfortable or the room is very noisy

(c) the employee does not have the opportunity to compare his work with the work of others;

(d) research, creativity and new ideas are discouraged,

23. I find it important that my job provides me

(a) many contacts with a wide circle of interesting people;

(b) the ability to set and achieve goals;

(c) the ability to influence decision-making;

(d) high wages.

24. I don't think I would enjoy my job if

(a) the working conditions are uncomfortable, the workplace is dirty or noisy;

(b) little chance of influencing other people;

(c) there are few opportunities to achieve the set goals;

(d) I could not be creative and come up with new ideas.

25. In the process of organizing work, it is important

(a) ensure that the workplace is clean and comfortable;

(b) create conditions for employees to exercise independence;

(c) provide for the possibility of diversity and change;

(d) to provide a person with wide opportunities for contacts with other people.

26. Most likely, I would not want to work where

(a) working conditions are uncomfortable, i.e. noisy or dirty, etc.;

(b) few opportunities to make contact with other people;

(c) the work is not interesting or useful;

(d) work is routine and assignments rarely change.

27. Work is satisfying, probably when

(a) people recognize and value a job well done;

(b) there is ample room for maneuver and expression

flexibility;

(c) you can set challenging and bold goals;

(d) there is an opportunity to get to know your colleagues better.

28. I would not like a job that

(a) would not be useful or satisfying;

(c) would not allow me to form friendships with others;

(d) would be non-specific and would not set difficult tasks.

29. I would show a desire to work where
(a) the work is interesting and useful;

(b) people can form long-term friendships;

(c) I would be surrounded interesting people;

(d) I could influence decision making;

30. I don't think work should

(a) provide that a person works alone most of the time;

(b) give little chance of recognition of the employee's personal achievements;

(c) interfere with establishing relationships with colleagues;

(d) consist mainly of routine duties.

31. Well-planned work is a must

(a) provides for a sufficient set of benefits and many allowances;

(c) provides an opportunity to set goals and achieve them;

(d) stimulates and encourages the generation of new ideas.

32. I would consider that work does not bring satisfaction if
(a) could not perform complex promising work;

(b) there would be few opportunities for creativity;

(c) only a small amount of autonomy would be allowed;

(d) the very essence of the work would not seem useful or necessary.

33. The most important characteristics of a position are

(a) opportunity for creativity and original out-of-the-box thinking;

(b) important duties that bring satisfaction;

(c) the ability to establish good relationships with colleagues;

(d) the presence of significant goals that the employee is called upon to achieve.

Key to the test

When you complete the test, you will receive an overall score for each of the 12 motivational factors. A large number of points awarded to any factor indicates its high importance for you, a small number of points indicates a low level of need relative to other factors. After the description of each motivational factor, the distribution mode (most frequently occurring value), median (mean value) and scatter range (lowest and highest value) of each factor contained in our database are given, i.e. in the answers of 1355 managers and professionals with whom we worked. You should also pay attention to the histograms given at the beginning of each chapter. You will be able to understand the shape of the distribution curve and, for comparison, plot the result on the graph.

Factor number

1. The need for high wages and material reward; desire to have a job with a good set of benefits and allowances. This need reveals a tendency to change in the course of working life; an increase in spending causes an increase in the importance of this need (for example, the presence of debts, the emergence of new family obligations, additional or heavy financial obligations). Mode - 27, median - 19, range - 0-96.

2. The need for good conditions work and a comfortable environment. Mode - 17, median - 17, range - 0-83.

3. The need for a clear structuring of work, the availability of feedback and information to judge the results of their work, the need to reduce uncertainty and establish rules and directives for the performance of work. (A measure of the need for guidance and certainty; a need that can serve as an indicator of stress or anxiety and that can rise or fall when a person is faced with major changes in their personal or work life.) Mode - 26, median - 25, range - 0-69.

4. The need for social contacts: communication with a wide range of people, a slight degree of trust, close ties with colleagues. (This is a measure of willingness to work with other people and should not be confused with how well a person treats his or her colleagues. This factor may be very low, but the person may still be socially well adjusted.) Mode 27, median 25 , range - 0-81.

5. The need to form and maintain long-term stable relationships, a small number of work colleagues, a significant degree of closeness of relationships, trust. (The need for closer contact with others. As in the case of factor 4, its low value does not indicate poor social adaptation and lack of social skills.) Mode - 18, median - 19, range - 0-45.

6. The need to win recognition from other people; that others appreciate the merits, achievements and successes of the individual. (This indicator indicates sympathy for others and good social relationships, it is a person's need for attention from outside, other people, a desire to feel their own significance.) Mode - 35, median - 36, range - 0-88.

7. The need to set ambitious goals for yourself and achieve them; it is an indicator of the need to follow the set goals and be self-motivated. (An indicator of the desire to chart and conquer difficult, promising frontiers.) Fashion - 36, median - 36, range - 2-81.

8. The need for influence and power, the desire to lead others; persistent desire for competition and influence. (This is a measure of competitive assertiveness, as it requires comparing and influencing other people.) Mode is 31, median is 31, range is 0-79.

9. Need for variety, change and stimulation; desire to avoid routine (boredom). (Indicates a tendency to always be in a state of elation, ready for action, love of change and stimulation.) Mode - 34, median - 35, range - 0-78.

10. The need to be a creative, analytical, thinking worker, open to new ideas. (This score is indicative of a tendency to be inquisitive, curious, and out-of-the-ordinary. But the ideas the individual contributes and seeks may not necessarily be correct 4) or acceptable.) Mode 32, median 33, range 5-81 .

11. The need for improvement, growth and development as a person. (An indicator of the desire for independence, independence and self-improvement.) Mode - 35, median - 32, range - 7-84.

12. The need to feel in demand for interesting socially useful work. (This is an indicator of the need for work filled with meaning and value, with an element of social utility.) Mode - 41, Median - 43, range - 15-97.

Similar information.

Scientists have identified twelve basic needs of the worker. To determine the individual combination of the most and least relevant needs for a particular person, which they called the motivational profile, they developed a test. The latter makes it possible to quantify the relative importance of these needs for a particular person and graphically represent his motivational profile ...

Scientists have attempted to systematize the types of loyalty, taking certain needs as a basis (some psychologists believe that employee loyalty in a company is a function of satisfying his needs in it). However, the list of such needs was not complete enough. At the same time, the very idea of ​​systematization is very attractive from the point of view of increasing satisfaction, forming loyalty and motivation, since the scheme for forming loyalty in this case looks quite simple. It is necessary to identify the basic needs of a person that motivate him to work, professional activity, and satisfy them. As a result, we get high job satisfaction and, as a result, a high level of loyalty and motivation.

The complexity of this approach would be provided by the number of identified needs that determine the satisfaction and loyalty of each individual employee, as well as the degree of their satisfaction in a particular organization. One of the successful options for implementing this approach was proposed by Sheila Ritchie and Peter Martin in the book “Motivation Management” (M., Unity-Dana, 2004). They understand the essence of motivation as the satisfaction of human needs in the process of work.

By examining the many needs that can be satisfied in the process labor activity of a person, S. Ritchie and P. Martin settled on twelve basic needs. For different people, they can be expressed to varying degrees: for one, it is important that work provides an opportunity personal growth, for another - the possibility of achieving a high status, power over others, the third strives for diversity in work, etc. Therefore, to determine the individual combination of the most and least relevant (significant) needs for a particular person, which was called motivational profile, they developed a test (see. Appendix). It makes it possible to quantify the relative importance of these needs for a particular person and graphically represent his motivational profile (see Figure 1). diagram). The book "Motivation Management" contains detailed description(interpretation) of the behavior of people who have different combinations of needs that are significant to them, i.e., different motivational profiles and recommendations regarding the satisfaction of these needs in the course of work.

Consider situations where one of the needs identified by the creators of the proposed methodology is dominant for a person. Moreover, only those cases when one need is the most significant for a person, and all the others in the motivational profile are distributed evenly. In practice, a combination of two or more dominant needs is possible.

In the description of each motivational factor (actual need), the authors of the methodology give the most frequently encountered value in the answers of 1355 managers ( fashion ), mean ( median ), as well as the lowest and highest values ​​( range ). These data make it possible to assess how high the significance of a particular need in general in society (fashion), as well as the significance of each need for a particular person, by comparing the data of his motivational profile with an average value (median).

The need for high wages and material reward; desire to have a job with a good set of benefits and allowances. Mode is 27, median is 19, range is 0–96. This need reveals a tendency to change in the process of working life. An increase in spending increases the importance of this need (for example, the presence of debts, the emergence of new family obligations, additional or heavy financial obligations).

On the one hand, the motivation of employees with high needs for money is simple: if there is an opportunity to earn more by making more effort, then employees will be highly motivated and job satisfied. That is, their motivation is to ensure a strong causal relationship between effort and reward. On the other hand, motivation through money comes with difficulties such as losing managerial control, determining a fair level of remuneration, etc. Before motivating such employees, you need to make sure of their competence. In addition, they need additional control, since, in the pursuit of money, they may ignore contractual or technological requirements. Such people do not really like to work in a team, as they prefer to receive money for their own efforts. They may view teammates as potential competitors and even as disruptive employees.

The need for good working conditions and comfortable environment. Mode is 17, median is 17, range is 0–83. As you can see, the requirements for working conditions are generally not high. At the same time, the authors of the methodology note that high levels of this factor, obtained during testing of personnel, may signal the dissatisfaction of some other need, for example, to express dissatisfaction with the manager, an unfavorable psychological climate. Therefore, faced with the high values ​​of this need, it is necessary first of all to consider the human relations that have developed in the organization, its corporate culture. If no such difficulties are identified, then, most likely, it is the working conditions that are the problem, the solution of which is to improve them.

The need for clear structuring of work, the availability of feedback and information to judge the results of their work, the need to reduce uncertainty and establish rules and guidelines for the performance of work. Mode is 26, median is 25, range is 0–69. People with a high need for work structuring need to know exactly what is required of them. They want to be sure that they clearly follow all the procedures provided for by the production. Lack of guidance and information will cause them stress. Such people strive for a high level of organization. They want to see the world orderly, predictable and controlled. People with high rates of this need should be motivated by establishing a clear order or by giving them the opportunity to establish their own order.

For people with a low need for structuring work, all sorts of rules and regulations cause irritation and even stress. Attempts to regulate and control the activities of such people can cause them fierce resistance and even lead to conflict.

Considering the need for structuring and organizing work, S. Ritchie and P. Martin note that such a need may change under the influence of time and circumstances. It can increase in times of uncertainty and change and decrease in times of stability.

The need for social contacts: in communication with a wide range of people, a slight degree of trust, relationships with colleagues, partners and customers. Mode - 27, median - 25, range - 0–81. These workers are satisfied and positive emotions from numerous contacts with other people. Many of them are able to show tolerance to the surrounding fuss, noise, which invariably accompanies joint work. Thus, creating the conditions for multiple contacts or moving to positions that involve such contacts can increase the satisfaction of these employees. At the same time, those who have this indicator is low cannot be suspected of being unable to maintain social contacts. They just don't need a lot of them. Such employees may prefer to be alone, enjoy their work, and regret the time spent talking to other employees.

The need to form and maintain long-term, stable relationships, suggesting a significant degree of closeness of relationships, trust. Mode is 18, median is 19, range is 0–45. An attempt should be made to create a moral climate that encourages relationships. Such employees will be satisfied in the conditions of trust, favorable working and personal relationships inherent in an effective team.

Need for recognition on the part of other people, so that others appreciate the merits, achievements and successes of the individual. Mode - 35, median - 36, range - 0–88. The motivation of such people is to satisfy such a need by various means: from verbal gratitude to financial incentives. The manager needs to take into account that the perception of manifestations of gratitude depends on his sincerity. If the confession sounds insincere, then it can destroy motivation (demotivate). In addition, different people need different forms of recognition. Some need to express gratitude in a solemn atmosphere in the presence of colleagues at work, others just need to say “thank you” in the process of work. Of course, recognition should be manifested immediately after the event, the deed that deserves it, while the recognition of merits does not have to be accompanied by material rewards.

The need for recognition can make a person dependent on the approval of others. High levels of this need serve as an indicator of significant self-doubt. Such a person will not be able to make independent decisions. An important component of motivation should be individual work aimed at increasing independence and independence. In this case, the authors of the methodology recommend sometimes using such a technique as criticizing actions with the assurance that, despite the shortcomings discussed, such an employee is still appreciated.

The need to set ambitious, challenging goals for yourself and achieve them. Mode is 36, median is 36, range is 2–81. The predominant feature of such people is the desire to do everything yourself. They can volunteer to work overtime and will give their best at work. But before embarking on the task, they must make sure that the goal is measurable, valuable. They will instinctively avoid activities that involve uncertainty, where it is difficult or impossible to measure contributions and achievements. Achievement-driven workers, write S. Ritchie and P. Martin, must always feel driven by some purpose. If they are deprived of it, life may seem meaningless to them. Having reached the goal, workers experience a few moments of triumph, and then restlessness takes over, and they are again ready for achievement.

Workers of this type do not know how to lead, but they are often promoted to leadership positions. Due to the tendency to compete, it can be difficult for them to work in a team.

The motivation of such workers lies in the clear definition of the goal and the formation of complete devotion to it. Of great importance is the preparation of conditions for the concentration of their energy.

The need for influence and power, the desire to lead others is an indicator of competitive assertiveness, since it requires mandatory comparison with other people and influencing them. Mode is 31, median is 31, range is 0–79. S. Ritchie and P. Martin write that those who seek to influence are of undoubted interest to any organization. At the same time, the key issue to be considered is not only the ability of a person to influence, but also in the name of what he seeks to exert influence on others. Is influence humane, is it directed in the interests of the organization and delegation of authority? Or is it aimed only at achieving one's own interests and manifests itself in a harsh destructive manner? In addition, the desire to influence is almost always met with the resistance of other people. Therefore, relationships can become hostile and especially problematic if an employee who shows authority and influence lacks tact, diplomacy, tolerance, in other words, everything that is commonly referred to as “social intelligence”. The motivation of such people is to provide the opportunity to constructively influence others to achieve organizational goals. Moreover, training in acceptable methods of influence and methods of exercising power, including practical training, should be an important part of their motivation.

The need for variety, change and stimulation, the desire to avoid routine. Mode - 34, median - 35, range - 0–78. Indicates a tendency to always be in a state of elation, readiness for action, love for change. Such people need a constant opportunity to switch to something new. Having set to work with great energy, they soon begin to experience boredom. They may almost unconsciously avoid planning their activities. If the nature of the work involves constant change, if an influx of fresh energy and new initiatives is required, then such people will be perfectly suited for such work.

In the absence of an opportunity in the process of motivating such people to provide them with an activity that involves elements of diversity, the authors of the methodology recommend, in particular, to focus on pointing them to further incentives: “When this project is completed, you will have a great opportunity to take up a new business.”

You can try to represent unfinished work as the new kind activities. The task of the manager is to constantly stimulate such an employee to complete the task, to complete what has been started.

The need to be creative, an analyzing, thinking worker, open to new ideas. Mode is 32, median is 33, range is 5–81. This indicator indicates a tendency to display inquisitiveness, curiosity and non-trivial thinking. Although the ideas that such a person contributes and strives for will not necessarily be correct or acceptable. When properly managed, such people are very useful for any organization. But their creativity, according to S. Ritchie and P. Martin, should be focused on business tasks. If creativity cannot be concentrated, it cannot be used.

For creative people, it is very important to have the right to make a mistake, because in this respect they are very vulnerable. If the corporate culture of the company is not very tolerant, if every meeting turns into accusations and ridicule, then creative employees will prefer not to share their ideas.

Need for self-improvement, growth and development as a person. Mode is 35, median is 32, range is 7–84. This is an indicator of the desire for independence and self-improvement. People who have a high need for self-improvement evaluate their work from such positions. Personal growth pushes them towards independence, which in its extreme expression can turn into a desire not to depend on anyone.

Motivating employees with such aspirations requires the manager to be able to correlate what they aspire to with what the organization needs. As S. Ritchie and P. Martin note, the very discussion of this problem with an employee can play a motivating role, as it will show him that the manager understands his needs and seeks to satisfy them.

In order to motivate such employees, it is necessary to create situations that would satisfy their actual need: periodically send them to courses, seminars, involve them in personnel training, and in performing tasks that require self-development.

The need for interesting, socially useful work. Mode is 41, median is 43, range is 15–97. The creators of the methodology emphasize that the desire for interesting and useful work is of greater importance than other motivation factors. There are ample opportunities for motivation here. If a person has a high need for useful and interesting work, then the manager's task is to organize the activity in such a way that employees can perceive it as interesting and useful, otherwise other motivational factors do not operate in full force.

It is necessary to find out what a particular employee puts into the concepts of “interesting” and “useful” work. In order to enhance the perception of the usefulness of the work, it is useful to explain to the performers the broader context within which their particular work occupies a certain position and has a certain meaning.

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Motivation Management-1.doc

Motivational Management

Sheila Ritchie

Peter Martin
Gower

S. Ritchie, P. Martin

MOTIVATION MANAGEMENT

Translation from English

edited by doctor of psychological sciences, professor E.A. Klimov
Recommended by the Educational and Methodological Center

"Professional textbook" as a teaching aid.

For university students studying in specialties

062100 "Personnel Management", 061100 "Organization Management", 020400 "Psychology"

UDC 005.96:331.101.3(075.8) LBC 60.823.3ya73 Р56

Editor-in-Chief of the Publishing House Doctor of Economic Sciences N.D. Eriashvili

Translation from English E.E. Lalayan

Richie S., Martin P.

R56 Motivation management: Proc. allowance for universities / Per. from English, ed. prof. E.A. Klimov. - M.: UNITI-DANA, 2004. - 399 p. - (Series "Foreign textbook").

ISBN 0-566-08102-4 (English) ISBN 5-238-00599-7 (Russian)

Written by training experts, this book is based on research into human needs. 12 factors are considered that can be used as motivators in the conditions of labor collectives.

An analysis of each of the motivational factors, their compatibility and mutual influence gives a real picture of a person's needs.

For managers and senior executives, the book allows you to get a general idea about the methods of managing employees with different characters, needs, goals. The proposed recommendations and management tools can be modified by managers based on their own experience and situation.

For students, graduate students and teachers, as well as managers, personnel managers, personnel departments, psychologists of enterprises and organizations.

BBC 60.823.3ya73

ISBN 0-566-08102-4 Motivation Management ISBN 5-238-00599-7 (Russian) Text © Sheila Ritchie and Peter Martin 1999

Motivation-to-work Profile © Sheila Ritchie 1988 etseg All rights reserved.

Published by Gower Publishing Limited Gower House, Croft Road, Aldershot Hampshire GU11 3HR England © UNITY-DAN PUBLISHING, translation, layout, 2003

Foreword

Careful analysis of the existing literature has led nowhere. The only thing left was to do independent research. Of course, the prospect is not easy, but this is the only way to provide managers with the help they say they need. As training specialists, we had a significant advantage in this area. We spoke with large groups of managers at all levels in various industries, commerce and public administration. The only thing that we could not immediately realize was the magnitude of the task that had to be solved.

And the first question that arose was the question of how we should act. There was a need for work that would be perhaps more valuable on the basis of non-parametric statistics and in the field of social and individual research. What was needed was something simple enough to use, but with depth and versatility. We wanted to reveal the individuality of a person as opposed to the mass of people, and we needed tools that could show the interaction of people with each other in a team environment. Finally, we intended to build a model that could be modified and improved based on subsequent research.

Of course, we were aware that there is no simple theory that could give a complete explanation of individual human needs. Man, simply by virtue of his nature, does not lend itself to full analysis. And of course, we were happy to take this fact as the starting point of the study. This is a guarantee that, for example, the unshakable Berlin Wall will someday be destroyed anyway, and the most intractable disputes will be settled. So the task was, first of all, to simplify the complex and to accumulate a sufficient amount of useful material for practical application.

We decided to act, not abandoning the previously achieved, but building on it. Considered the factors that have been identified as motivators by previous research and experience, and added new motivators to them, which, in our opinion, have not been sufficiently taken into account so far. In the absence of a complete motivational picture, it was necessary to offer such a number of motivators that would be optimal for practical use by eternally busy managers. In the end, we settled on 12. Some of these 12 motivators turned out to be more important than others on closer inspection, so in practice their number may be less than 12.

Further research may show that the identified 12 motivators do not provide the most complete understanding of the essence of motivation. But it doesn't matter: you had to start somewhere, and using the most modern ideas in this area seemed to us a good starting point for research. In practice, this approach provided us with an additional advantage. It lies in the fact that in the process of using our recommendations and the tools we have proposed, managers can modify them based on their own experience and observations. They can improve the model we have proposed and even build their own. We would be happy to help them and would no doubt like to hear their thoughts and conclusions.

So how were we supposed to solve the problem we had set for ourselves? The first step was to identify those factors that motivate people, in their own opinion. The second step was to see if they accepted our own conclusions on the subject as correct. Then it was necessary to find out whether people are aware of how they perceive themselves. This can be understood both through direct questioning and indirectly, for example, by asking them to characterize colleagues with whom they find it easy to work, and those with whom they find it difficult to work, etc. We coped with this work, but, as it became clear, further research in this direction can be very fruitful. At this point, we were encouraged not only by the formal results of the research, but also by the fact that we did succeed. It turned out that people are truly aware of their essence. But a much more pleasant discovery for us was that teams of workers perceive themselves as such and are full of enthusiasm for their involvement in the further development and improvement of teams. Teams and individuals have been found to be aware of the tools they have to communicate constructively as they work and build relationships in a creative way. And although there was still a lot of work ahead, the initial frustration due to the lack of motivational tools that forced me to start this work began to decrease.

How did we achieve this? The first stage of the work - asking people about what they think motivates them - was carried out using the developed self-assessment test. To this end, the age-old, traditional forced choice approach was used, in which the test-takers had to "weigh" the relative value of each of the 12 motivational factors. Appendix 2, which describes the development of this test, describes how each of the tools was identified and tested, how it was then developed, and how we arrived at the final version of the test. The result of our research has become a unique Motivational Profile (Motivation Test) for each person, which reveals the relative value of each of the 12 motivators.

Of course, we could not measure the absolute value of each human motivational need. For example, to measure the "absolute" strength of the objective need for diversity on a certain motivational scale, similar to the scale proposed by Richter to assess the strength of an earthquake. Such an accurate assessment is obviously impossible, although in the chapter "Selection of Personnel" we have made some progress in this direction. Similarly, it is impossible to state categorically that a person's need for achievement is five times greater than the need for power. What is absolutely true is that each of those who took the test "weighed" all 12 motivational factors in order of importance relative to each other, and this provided a realistic picture of their relative needs. In this way, a person can figure out that his need for variety at work, for example, outweighs his need for achievement, and also gain some insight into their relative value to himself.

The practical benefit of our study for managers is that it will allow them to gain a general idea of ​​how to manage workers with different needs. And most likely, these people will be more different than like each other. In the process of conducting research, the first task was to try to draw conclusions about what generally motivates managers themselves. We needed a databank with answers from a large number of respondents, about a thousand questionnaires with detailed answers (profiles). It took four years to create such a data bank. Later, we also collected 412 more questionnaires to test the theory of increased stress caused by increased competition and downsizing of organizations. However, to come to this conclusion, Herzberg used an initial database of 200 questionnaires. The survey participants were managers whom we met in the course of doing business, as well as those who studied at our courses. Then came the dropout. We considered the mode, mean values ​​of the indicators and the range of values ​​(lowest and highest values) of each factor. The selected instrument provided reasonable acceptable results and appeared to be not only meaningful but also reliable (described in more detail in the appendix). We critically compared the initial 1054 and subsequent 412 questionnaires and as a result selected 1355 suitable for further work and complete questionnaires.

It is interesting to note that it was practically not possible to find significant differences in the answers of representatives of various types of activity. This was partly due to our failure to find a sufficiently rigorous method, say based on a standard classification of industries, to classify and characterize positions in various fields of activity. Therefore, I had to deal with generalized categories of professions, for example, an architect, an engineer, a financial manager, a civil servant (official), etc. We came to the conclusion that the differences between individual individuals are more significant and profound than the differences between professions. In addition, several interesting results were obtained. For example, although the respondent group we surveyed consisted mainly of managerial personnel (managers), the results showed a relatively lower desire for power and influence than one might expect. It turned out that the need for recognition of one's achievements and for the achievements themselves is much higher than the need for influence - a result that forced us to study the methods of selecting and improving managers, issues of role content and the effectiveness of their activities.

I had to think carefully about the important point made by a clinical psychologist that so many people work in the “wrong” job, and therefore their needs cannot be expected to coincide with the needs of this job (this type of activity)! Interviewing respondents only confirmed the specialist's remark: too many people claimed that their work was not suitable for them, or, even worse, provoked constant stress in them. We even wondered if most professions would ever be filled by people for whom this work would be satisfying, or at least not unpleasant.

Another aspect in which we expected to find significant differences is national motivational tendencies. After all, experts such as Hofstede (1994) and Trompenaars and Hampden-Turner (1997) have identified significant differences in attitudes to work using their developed evaluation methods. We have not been able to find any: the differences between individuals within any group or within any country were very striking; intergroup differences, as well as interethnic ones, were practically not visible. Our database has revealed many other aspects of individual motivation, which we will discuss in more detail below.

How can managers apply our findings in practice? We focused on the study of the essence of motivation, which we understand as the satisfaction of human needs (in the process of work). When a person is properly motivated, he thinks and acts properly, i.e. laughs more, grumbles and complains less. It follows that the task of a manager is to determine what motivates people. Is it necessary to provide a person with opportunities, say, to achieve success and advancement or to increase the variety of work performed, or should the duties performed by him be heavily regulated? How can a manager figure this out? A good starting point for this task is our Motivation Profile. It provides a useful framework for a structured discussion and, combined with the individual characteristics of the other members of the team, provides some insight into how the team should be managed. Filling out the profile should take place in a friendly environment, excluding any hint of the threat of consequences for untruthful answers. Self-esteem tests are only effective when people answer questions sincerely because they want to understand what motivates them. This issue of sincerity will be explored in more detail in Appendix 2 on developing a motivational profile.

Another possibility is for a manager, alone or in combination with self-assessment tests, to use his powers as an observer to determine if his people are motivated and then to consider the reasons for motivation. For example, a manager, observing a smiling worker walking with a slightly relaxed gait, should ask himself the question “What is he so pleased with?”. And if the answer to this question is: “because he had the opportunity to be creative and succeeded,” then this means that his motivator may be creativity. Over time, managers can develop a systematic picture of the factors that motivate the people around them. Similarly, our book offers a starting point for those who seek to reflect on themselves and their motives. But whoever the book is intended for and whoever reflects on it, in any case, he will find a detailed study of all 12 motivators, the interactions of people in groups, as well as methods for motivating teams. We believe we are putting a powerful learning tool into the hands of ever-busy managers. With systematic use, the lessons of this book will become an indispensable guide for them in their professional activities. And then we will check whether our work has really benefited.

Sheila Richie Peter Martin

Acknowledgment

First, Sheila compiled a questionnaire that was repeatedly revised until we felt that we were no longer able to improve it. Then we started collecting empirical material, not limited to surveys of those who attended the courses that we conduct in the UK (where we both live), but also people in Western Europe, in many former republics Soviet Union and in the countries of the Middle East. Having collected 1000 responses suitable for analysis, inspired success began to analyze and verify them. Then we collected even more material and began to boldly use the results for information purposes and the development of recommendations for training and management.

Peter set about writing the book and shouldered the brunt of the work. Mountains of draft and working materials immediately began to accumulate. Our original intention was to write a small book for business people who could profitably spend, for example, long hours on board an airplane, finding out for themselves what motivates them personally. Having more or less completed the book in rough outline, we showed it to Malcolm Stern of Gower Publishing. He was enthusiastic about it, but recommended that it be refocused as a practical guide to motivation for managers. And we had to return to the desk. At the end of the work, we felt our complete absorption in the book, constantly transferring working materials to each other with the help of magical Email. So our book was the result of a truly collaborative effort.

The material collected under the direction of Sheila was reviewed by Jacqueline Wiesorek of ELM Training during 1993-1998. Useful forms completed by respondents were processed and carefully stored. In addition, I brought the profile into an Excel spreadsheet editor in order to save the efforts of future respondents when filling it out and transferring the points received from one table to another.

Of course, we were not alone. Our relatives had to come to terms with the fact that all conversations begin and end with a book, and although the author’s words of gratitude for understanding, patience, and support of family members have already become commonplace, it was so with us. Sarah and Duncan probably heard a little more about the book than they wanted to, and Jeremy and Michael were wise enough not to let parental overemployment ruin their success in school and university. All of them have shown commendable patience, and their support certainly deserves our recognition and gratitude.

Many of those to whom we express our gratitude now are not literally members of the same family, but by the end of this grandiose project, they could feel themselves involved in a single family. We acknowledge our great debt to the authors and scholars whose works constituted the bulk of the literature studied by us. Most of them are mentioned in Appendix 1 on theoretical foundations motivation, or in the bibliography at the end of the book.

P. M.

How to use this book

We recommend that the busy manager either convince all his subordinates to complete the Motivation Profile, or, relying on own experience and the ability to observe and independently draw a conclusion about what motivates each of them. Once you have identified what you think are their top motivators, refer to the relevant chapters in this book. For example, if you believe that the most powerful motivator for them is the need for achievement and structured work, refer to the chapter on achievement and read the paragraph "Factor 7 combined with factor 3". If you think that your subordinates have a very low need for a particular motivator, you can limit yourself to at least an introduction to the chapter on this factor. In some cases, this will prompt you to refer to other chapters in the book as well. So, if you think that factor 6 (the desire to win recognition) is relatively low for your staff, then at least read the introduction to the corresponding chapter.

In this way, you will get some idea of ​​the personal motivational factors of your team members. Then turn to a description of how they can perceive and respond to change (“Managing Change”) or stress (“Managing Stress”), or suggestions on how you can help your staff improve skills (“ Professional education and improvement"). You will also learn how the motivational needs of your employees can affect their relationships with each other (“People Management”) and the dynamics of teamwork (“Teamwork”). In each chapter, you will probably only be interested in those factors that are relevant to the individual characteristics of your employees.

If you are a manager striving to become fully informed in the field of motivation, you should read the book in its entirety. It contains a lot of material that can seem controversial and controversial, so you might want to keep this book handy and review it whenever you have time or a specific motivational problem arises. Keep in mind that sequential reading of the entire book can lead to information overload! The same applies to specialists in the field of human relations. Finally, if you are a professional, you will benefit from the entire book, including appendix 1 on the theory behind motivation and appendix 2, How the Motivation Profile was developed, which describes the research underlying this work.

We hope that this book will provide you with fresh insights from the volatile world of motivation, and that a fascinating read will provide you with useful experience and knowledge.

Part I

Test "Motivational profile"

How to use the test

For best results, questions should be answered quickly, without much thought. Your first, perhaps not entirely conscious, answer is probably the most accurate reflection of your true feelings.

Answering all questions of the Motivation Profile and calculating the results will take you approximately one hour.

You should carefully read each statement of the questionnaire and enter your estimates directly in the answer table. Make sure that all 11 points are distributed among the four statements proposed in each question (A-D).

Example

I
I would like to have a job where

1. 
   would be a good salary and additional benefits
2. 
   I could schedule the work as I see fit
3. 
   my work could be noticed and appreciated by other people
4. 
   there would be a lot of variety and change

If you consider statements (a) and (b) to be the most important for you, then you can award them, say, 6 and 5 points, respectively, nothing without leaving the remaining two options - (c) and (d) to be evaluated. It does not matter how you distribute 11 points among the four options, the most important thing is that the importance scores for each option of the statement should add up to 11 points.

The points you assign to each factor should be entered directly into the answer sheet.

Questionnaire

Statements

1. 
   I believe that I could make a great contribution in a job where
   1. 
      good salary and other types of remuneration;
   2. 
      there is an opportunity to establish good relationships with colleagues at work;
   3. 
      I could influence decision-making and demonstrate my worth as an employee;
   4. 
      I have the opportunity to improve and grow as a person.
2. 
   I would not like to work where
   1. 
      there are no clear instructions on what is required of me;
   2. 
      there is practically no feedback and evaluation of the effectiveness of my work;
   3. 
      what I do looks of little use and little value;
   4. 
      poor working conditions, too noisy or dirty.
3. 
   It is important to me that my work
   1. 
      was associated with considerable diversity and change;
   2. 
      gave me the opportunity to work with a wide range of people;
   3. 
      provided me with clear directions so that I knew what was required of me;
   4. 
      allowed me to get to know the people with whom I work.
4. 
   I guess I wouldn't be very interested in a job that
   1. 
      would provide me with little contact with other people;
   2. 
      would hardly be noticed by other people;
   3. 
      would not have a specific shape, so I would not be sure what is required of me;
   4. 
      would be associated with a certain amount of routine operations.
5. 
   I like my job if
   1. 
      I clearly imagine what is required of me;
   2. 
      I have a comfortable workplace, and I have few distractions;
   3. 
      I have good remuneration and wages;
   4. 
      allows me to improve my professional qualities.
6. 
   I guess I'd like it if
   1. 
      there would be good working conditions and there would be no pressure on me;
   2. 
      I would have a very good salary;
   3. 
      the work would actually be useful and bring me satisfaction;
   4. 
      my achievements and work would be appreciated.
7. 
   
   1. 
      be loosely structured so that it is not clear what should be done;
   2. 
      provide too few opportunities to get to know other people well;
   3. 
      be insignificant and of little use to society or uninteresting to perform;
   4. 
      remain unrecognized, or its implementation must be taken for granted.
8. 
   Satisfying work
   1. 
      associated with significant diversity, change and stimulation of enthusiasm;
   2. 
      gives you the opportunity to improve your professional qualities and develop as a person;
   3. 
      is useful and meaningful to society;
   4. 
      allows me to be creative and experiment with new ideas.
9. 
   It is important that work
   1. 
      recognized and valued by the organization in which I work;
   2. 
      would provide opportunities for personal growth and improvement;
   3. 
      was associated with great diversity and change;
   4. 
      would allow the worker to influence others.
10. 
    I don't think that work will be satisfying if
    1. 
       in the process of its implementation, there are few opportunities to make contacts with different people;
    2. 
       salary and remuneration are not very good;
    3. 
       I can not establish and maintain good relations with colleagues at work;
    4. 
       I have very little autonomy or flexibility.
11. 
    The best work is the one that
    1. 
       provides good working conditions;
    2. 
       gives clear instructions and explanations about the content of the work;
    3. 
       involves the performance of interesting and useful tasks;
    4. 
       allows you to get recognition of personal achievements and quality of work.
12. 
    I probably won't do a good job if
    1. 
       there are few opportunities to set goals and achieve them;
    2. 
       I do not have the opportunity to improve my personal qualities;
    3. 
       hard work is not recognized and adequately rewarded;
    4. 
       the workplace is dusty, dirty or noisy.
13. 
    When defining job responsibilities, it is important
    1. 
       give people the opportunity to get to know each other better;
    2. 
       give the employee the opportunity to set goals and achieve them;
    3. 
       provide conditions for the manifestation of creativity by employees;
    4. 
       ensure the comfort and cleanliness of the workplace.
14. 
    I probably don't want to work where
    1. 
       I will have little autonomy and little opportunity to improve my personality;
    2. 
       research and scientific curiosity are discouraged;
    3. 
       very little contact with a wide range of people;
    4. 
       there are no worthy allowances and additional benefits.
15. 
    I would be satisfied if
    1. 
       it would be possible to influence the decision making of other employees;
    2. 
       the work would afford wide variety and change;
    3. 
       my achievements would be appreciated by other people;
    4. 
       I would know exactly what is required of me and how I should do it.
16. 
    The job would be less satisfying if
    1. 
       would not allow setting and achieving complex goals;
    2. 
       would clearly not know the rules and procedures for performing work;
    3. 
       the level of payment for my work would not correspond to the level of complexity of the work performed;
    4. 
       I could hardly influence the decisions made and what others do.
17. 
    I believe that the position should provide
    1. 
       clear job descriptions and instructions on what is required of me;
    2. 
       the opportunity to get to know your co-workers better;
    3. 
       the ability to perform complex production tasks that require the exertion of all forces;
    4. 
       diversity, change and encouragement.
18. 
    Work would be less satisfying if
    1. 
       would not admit the possibility of even a small creative contribution;
    2. 
       would be carried out in isolation, i.e. the worker would have to work alone;
    3. 
       there would be no favorable internal climate in which the employee could grow professionally;
    4. 
       would not give the opportunity to influence decision-making.
19. 
    I would like to work where
    1. 
       other people recognize and appreciate the work I do;
    2. 
       I will have the opportunity to influence what others do;
    3. 
       there is a decent system of allowances and additional benefits;
    4. 
       you can come up with and test new ideas and be creative.
20. 
    I don't think I would want to work where
    1. 
       there is no diversity or change in work;
    2. 
       I will have little opportunity to influence decisions;
    3. 
       wages are not too high;
    4. 
       working conditions are not good enough
21. 
    I believe that fulfilling work should involve
    1. 
       having clear instructions so that workers know what is required of them;
    2. 
       opportunity to be creative;
    3. 
       opportunity to meet interesting people;
    4. 
       feeling of satisfaction and really interesting tasks.
22. 
    Work will not be enjoyable if
    1. 
       minor allowances and additional benefits are provided;
    2. 
       working conditions are uncomfortable or the room is very noisy;
    3. 
       the employee does not have the opportunity to compare his work with the work of others;
    4. 
       research, creativity and new ideas are discouraged.
23. 
    I find it important that my job provides me with
    1. 
       many contacts with a wide range of interesting people;
    2. 
       the ability to set and achieve goals;
    3. 
       the ability to influence decision-making;
    4. 
       high level of wages.
24. 
    I don't think that I would like a job if
    1. 
       working conditions are uncomfortable, the workplace is dirty or noisy;
    2. 
       little chance of influencing other people;
    3. 
       few opportunities to achieve the set goals;
    4. 
       I could not be creative and come up with new ideas.
25. 
    In the process of organizing work, it is important
    1. 
       ensure the cleanliness and comfort of the workplace;
    2. 
       create conditions for the manifestation of independence by the employee;
    3. 
       provide for the possibility of diversity and change;
    4. 
       provide a person with ample opportunities for contact with other people.
26. 
    I probably wouldn't want to work where
    1. 
       working conditions are uncomfortable, i.e. noisy or dirty, etc.;
    2. 
       few opportunities to make contact with other people;
    3. 
       the work is not interesting or useful;
    4. 
       the work is routine and assignments rarely change.
27. 
    Job is satisfying, probably when
    1. 
       people recognize and appreciate a job well done;
    2. 
       there is ample room for maneuver and flexibility;
    3. 
       you can set yourself complex and bold goals;
    4. 
       there is an opportunity to get to know your colleagues better.
28. 
    I would not like a job that
    1. 
       would not be useful and would not bring a sense of satisfaction;
    2. 
       would not contain an incentive for change;
    3. 
       would not allow me to form friendships with others;
    4. 
       would be non-specific and would not set complex tasks.
29. 
    I would like to work where
    1. 
       work is interesting and useful;
    2. 
       people can establish long-term friendships;
    3. 
       I would be surrounded by interesting people;
    4. 
       I could influence decision making;
30. 
    I don't think work should
    1. 
       provide that a person works alone most of the time;
    2. 
       give little chance of recognition of the personal achievements of the worker;
    3. 
       hinder the establishment of relationships with colleagues;
    4. 
       consist mainly of routine duties.
31. 
    Well planned work is a must
    1. 
       provides for a sufficient set of benefits and many allowances;
    2. 
       has clear recommendations for implementation and job responsibilities;
    3. 
       provides an opportunity to set goals and achieve them;
    4. 
       stimulates and encourages the development of new ideas.
32. 
    I would consider that Job does not bring satisfaction
    1. 
       could not perform complex promising work;
    2. 
       there would be few opportunities for creativity;
    3. 
       only a small amount of autonomy would be allowed;
    4. 
       the very essence of the work would not seem useful or necessary.
33. 
    The most important job characteristics are
    1. 
       opportunity for creativity and original non-standard thinking;
    2. 
       important duties, the fulfillment of which brings satisfaction;
    3. 
       the ability to establish good relationships with colleagues;
    4. 
       the presence of significant goals that the employee is called upon to achieve.

Key to the test

Factor number

1. 
   The need for high wages and material rewards; desire to have a job with a good set of benefits and allowances. This need reveals a tendency to change in the process of working life; an increase in spending increases the importance of this need (for example, having debts, creating new family obligations, additional or heavy financial obligations). Mode - 27, median - 19, range - 0-96.
2. 
   The need for good working conditions and a comfortable environment. Mode - 17, median - 17, range - 0-83.
3. 
   The need for a clear structuring of work, the availability of feedback and information to judge the results of their work, the need to reduce uncertainty and establish rules and directives for the performance of work. (A measure of the need for guidance and certainty; a need that can serve as an indicator of stress or anxiety and that can rise or fall when a person is faced with major changes in their personal or work life.) Mode - 26, median - 25, range - 0-69.
4. 
   The need for social contacts: communication with a wide range of people, a slight degree of trust, close ties with colleagues. (This is a measure of willingness to work with other people and should not be confused with how well a person treats his or her colleagues. This factor may be very low, but the person may still be socially well adjusted.) Mode 27, median 25 , range - 0-81.
5. 
   The need to form and maintain long-term stable relationships, a small number of work colleagues, a significant degree of closeness of relationships, trust. (The need for closer contact with others. As in the case of factor 4, its low value does not indicate poor social adaptation and lack of social skills.) Mode - 18, median - 19, range - 0-45.
6. 
   The need to win recognition from other people, that others appreciate the merits, achievements and successes of the individual. (This indicator indicates sympathy for others and good social relationships, it is a person's need for attention from other people, a desire to feel their own importance.) Fashion - 35, median - 36, range - 0-88.
7. 
   The need to set ambitious and challenging goals for oneself and achieve them; it is an indicator of the need to follow the set goals and be self-motivated. (An indicator of the desire to chart and conquer difficult, promising frontiers.) Fashion - 36, median - 36, range - 2-81.
8. 
   The need for influence and power, the desire to lead others; persistent desire for competition and influence. (This is a measure of competitive assertiveness, as it involves comparing and influencing other people.) Mode is 31, median is 31, range is 0-79.
9. 
   The need for variety, change and stimulation; desire to avoid routine (boredom). (Indicates a tendency to always be in a state of elation, readiness for action, love of change and stimulation.) Mode - 34, median - 35, range - 0-78.

1. 
   The need to be a creative, analytical, thinking worker, open to new ideas. (This score indicates a tendency to be inquisitive, curious, and out-of-the-ordinary. But the ideas that the individual contributes and seeks may not necessarily be correct or acceptable.) Mode is 32, median is 33, range is 5-81 .
2. 
   The need for improvement, growth and development as a person. (Indicator of the desire for independence, independence and self-improvement.) Mode - 35, median - 32, range - 7-84.
3. 
   The need to feel in demand for interesting socially useful work. (This is an indicator of the need for work filled with meaning and meaning, with an element of social utility.) Mode - 41, median - 43, range - 15-97.