Richie Martin's 12 motivation factors. S.Ritchie, P.Martin – Motivation management. Resources for Determining Your Motivational Profile

Motivation management

Original title: Motivation Management

Publisher: Unity-Dana

Year of publication: 2004

Pages: 400 pp.

ISBN: 0-566-08102-4

The book, written by training experts, is based on research into human needs. We consider 12 factors that can be used as motivators in work collectives.

Analysis of each of the motivational factors, their compatibility and mutual influence gives a real picture of human needs.

The book allows managers and senior executives to gain a general understanding of methods for managing employees with different personalities, needs, and goals. Managers can modify the proposed recommendations and management tools based on their own experience and situation.

For undergraduates, graduate students and teachers, as well as executives, personnel managers, personnel department workers, psychologists of enterprises and organizations.

Preface
How to use this book

Part I. Test “Motivational Profile”
How to use the test Questionnaire

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

Part III. Motivation in action
Managing Change
How to cope with stress
Teamwork
Training and improvement
Personnel selection
Ability to work in a team

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

Bibliography

Instructions. Evaluate options (a, b, c, d) of the statements below. To do this, distribute 11 points between them as follows: if it seems to you that one of them is most important to you, give it the highest score (you can even get all 11); if you think it is not at all significant, give it the lowest score (0 is possible). It doesn’t matter at all how you distribute the 11 points between the four options, the most important thing is that the importance ratings for each statement option add up to 11 points.

Questionnaire

Statements		Score (score)
I believe I could make a big contribution in a job where
	good wages and other types of benefits
	there is an opportunity to establish good relationships with work colleagues
	I could influence decision making and demonstrate my strengths as an employee
	I would have the opportunity to improve and grow as a person

I wouldn't want to work where...
	there are no clear instructions on what is required of me
	there is practically no feedback and assessment of the effectiveness of my work
	what I do seems of little use and little value
	poor working conditions, too noisy or dirty

It is important to me that my work...
	was associated with significant diversity and change
	gave me the opportunity to work with a wide range of people
	provided me with clear instructions so that I knew what was expected of me
	allowed me to get to know the people I work with well

I suppose I wouldn't be very interested in a job that...
	would provide me with little contact with other people
	would hardly be noticed by other people
	would not have specific outlines, so I would not be sure of what is required of me
	would involve a certain amount of routine operations

I like the job if...
	I have a clear idea of what is required of me
	I have a comfortable workspace and there are few distractions
	I have good rewards and salary
	it allows me to improve my professional qualities

I think I would like it if...
	there would be good working conditions and no pressure on me
	I would have a good salary
	the work would actually be useful and satisfying
	my achievements and work would be appreciated


	be poorly structured, so it is unclear what should be done
	provide too few opportunities to get to know other people well
	be of little significance and of little use to society or uninteresting to perform
	remain unrecognized or its implementation must be taken for granted

Satisfying work...
	associated with significant variety, change and stimulation of enthusiasm
	provides an opportunity to improve your professional qualities and develop as a person
	is useful and significant for society
	allows me to be creative (be creative) and experiment with new ideas

It is important that the work...
	recognized and valued by the organization I work for
	provided opportunities for personal growth and improvement
	was associated with great diversity and change
	allowed the employee to influence on others

I don't think work will be fulfilling if...
	during its implementation there are few opportunities to make contacts with different people
	salary and remuneration are not very good
	I cannot establish and maintain good relationships with work colleagues
	I have very little autonomy or flexibility

The best job is the one that...
	provides good working conditions
	gives clear instructions and explanations regarding the content of the work
	involves performing interesting and useful tasks
	allows you to receive recognition of personal achievements and quality of work

I probably won't do a good job if...
	there is little opportunity to set goals and achieve them
	I do not have the opportunity to improve my personal qualities
	hard work is not recognized or rewarded accordingly
	the workplace is dusty, dirty, noisy

When determining job responsibilities, it is important...
	give people the opportunity to get to know each other better
	provide the employee with the opportunity to set goals and achieve them
	provide conditions for employees to demonstrate creativity
	ensure comfort and cleanliness of the workplace

I probably won't want to work where...
	I will have little independence and opportunities to improve my personality
	Research and scientific curiosity are discouraged
	very little contact with a wide range of people
	there are no decent bonuses and additional benefits

I would be satisfied if...
	there would be an opportunity to influence the decisions of other employees
	the job would provide a lot of variety and change
	my achievements would be appreciated by other people
	I would know exactly what is required of me and how I should do it

My job would be less satisfying if...
	would not allow you to set and achieve difficult goals
	I would clearly not know the rules and procedures for doing my job
	the salary level of my work would not correspond to the level of complexity of the work performed
	I would have virtually no influence on the decisions made or what others do

I believe that the position is required to provide...
	clear job descriptions and instructions on what is required of me
	an opportunity to get to know your work colleagues better
	ability to perform complex production tasks that require full effort
	variety, change and encouragement

My job would be less satisfying if...
	would not allow the possibility of even a small creative contribution
	would be carried out in isolation, that is, the employee would have to work alone
	there was no favorable climate in which the employee could grow professionally
	would not give the opportunity to influence decision making

I would like to work where...
	other people recognize and appreciate the work I do
	I will have the opportunity to influence what others do
	there is a decent system of bonuses and additional benefits
	you can come up with and test new ideas and be creative

It’s unlikely that I would want to work where...
	there is no variety or change in work
	I will have little opportunity to influence decisions made
	wages are not too high
	conditions are not good enough

I believe that a fulfilling job should include...
	having clear instructions so that workers know what is expected of them
	opportunity to be creative
	opportunity to meet interesting people
	feeling of satisfaction and really interesting tasks

Work won't be fun if...
	minor allowances and additional benefits are provided
	working conditions are uncomfortable or the room is very noisy
	the employee does not have the opportunity to compare his work with the work of others
	exploration, creativity and new ideas are discouraged

I think it is important that my job provides me...
	Lots of contacts with a wide range of interesting people
	ability to set and achieve goals
	opportunity to influence decision making
	high salary level

I don't think I would like the job if...
	working conditions are uncomfortable, the workplace is dirty or noisy
	little chance of influencing other people
	little opportunity to achieve set goals
	I wouldn't be able to be creative or come up with new ideas.

In the process of organizing work, it is important...
	ensure a clean and comfortable workplace
	create conditions for the employee to demonstrate independence
	provide opportunities for diversity and change
	provide a person with ample opportunities for contact with other people

Most likely, I would not want to work where...
	working conditions are uncomfortable, that is, noisy or dirty, etc.
	little opportunity to make contact with other people
	the work is not interesting and useful
	the work is routine and tasks rarely change

A job is likely to be satisfying when...
	people recognize and appreciate a job well done
	there is ample room for maneuver and flexibility
	you can set challenging and bold goals
	there is an opportunity to get to know colleagues better

I wouldn't like a job that...
	would not be useful and would not bring a feeling of satisfaction

	would not allow me to establish friendly relations with others
	would be non-specific and would not pose difficult tasks

I would be willing to work where...
	the work is interesting and useful
	people can form long-lasting friendships
	I would be surrounded by interesting people
	I could influence decision making

I don't think work should...
	require the person to work alone most of the time
	give little chance of recognition of the employee's personal achievements
	interfere with establishing relationships with colleagues
	consist mainly of routine duties

Well-planned work is a must...
	provides a sufficient range of benefits and many allowances

	provides the opportunity to set goals and achieve them
	stimulates and encourages new ideas

I would consider work unsatisfying if...
	could not perform complex promising work
	there would be little opportunity for creativity
	only a small amount of independence would be allowed
	the very essence of the work would not seem useful or necessary

The most important characteristics of the position are...
	the possibility of a creative approach and original, out-of-the-box thinking
	important duties that bring satisfaction
	ability to establish good relationships with colleagues
	the presence of significant goals that the employee is called upon to achieve

Processing the results

The points awarded to each factor should be entered in the answer table. The sum of the scores in the columns shows the final result for each of the 12 motivational factors, respectively. Next, you should assess the level of importance for the employee of each factor.

1. The need for high wages and material rewards:

Low level - 0-31 points;

Average level - 32-40 points;

High level - 41-121 points.

2. Need for good working conditions:

Low level - 0-20 points;

Average level - 21-29 points;

High level - 30-121 points.

3. The need for clear structuring of work:

Low level - 0-20 points;

Average level - 21-30 points;

High level - 31-121 points.

4. Need for social contacts:

Low level - 0-22 points;

Average level - 23-28 points;

High level - 29-121 points.

5. The need to form and maintain long-term stable relationships:

Low level - 0-17 points;

Average level - 18-24 points;

High level - 25-121 points.

6. The need to gain recognition from other people:

Low level - 0-30 points;

Average level - 31-37 points;

High level - 38-121 points.

7. The need to set bold, challenging goals for yourself and achieve them:

Low level - 0-27 points;

8. The need for influence and power:

Low level - 0-17 points;

Average level - 18-25 points;

High level - 26-121 points.

9. Need for variety, change and stimulation:

Low level - 0-27 points;

Average level - 28-33 points;

High level - 34-121 points.

10. The need to be creative:

Low level - 0-26 points;

Average level - 27-33 points;

High level - 34-121 points.

11. The need for improvement, growth and development as a person:

Low level - 0-31 points;

Average level - 32-36 points;

High level - 37-121 points.

12. The need for a feeling of being in demand and for interesting work:

Low level - 0-31 points;

Average level - 32-38 points;

High level - 39-121 points.

Brief description of scales for interpretation of results

1. The need for high wages and material rewards. The desire to have a job with a good set of benefits and allowances.

2. The need for good working conditions. Desire to work in good conditions and a comfortable environment.

3. The need for clear structuring of work. The desire to receive information that allows you to judge the results of your work, to have clearly established rules and directives for performing work.

4. The need for social contacts. A desire to communicate with a wide range of people, a slight degree of trust in relationships with colleagues. This factor should not be confused with how well a person treats his colleagues. It can have a very low value, nevertheless a person can be quite socially adapted.

5. The need to form and maintain long-term stable relationships. The desire to establish closer contacts with work colleagues, a significant degree of closeness of relationships, trust. The low value of this factor does not indicate poor social adaptation and lack of social skills.

6. The need to gain recognition from other people. The desire to establish good social relationships, to ensure that others value the merits, achievements and successes of the individual, the individual’s need for attention from other people, the desire to feel one’s own importance.

7. The need to set bold, challenging goals for yourself and achieve them. The desire to follow set goals and be self-motivated, to set and conquer difficult, promising milestones.

8. The need for influence and power. The desire to manage other people, the persistent desire to compete and influence, comparing oneself with other people and influencing them.

9. Need for variety, change and stimulation. The desire to avoid routine (boredom), to always be in a state of elation, readiness for action, love of change and stimulation.

10. The need to be creative. The desire to show yourself as an analyzing, thinking worker, open to new ideas.

11. The need for improvement, growth and development as a person. The desire for autonomy, independence and self-improvement.

12. The need for a feeling of being in demand and for interesting work. The desire to have a job filled with meaning and significance, with an element of social utility.

Answer table

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Dialogue in the director's office:
director> How is Nikolai? Does it work well?
team lead> yes, great, as always
director> Great, let's encourage him - we'll send him on a business trip to the USA for a couple of months. He will travel, look, talk to customers...
team lead> ok, go ahead

A little later, dialogue in the smoking room:
Kolya> They’re sending me on a business trip to the states for a long time. And my daughter is three months old, she will forget me during this time...
Colleague> So maybe you’ll refuse?
Kolya> It’s not good to let people down. I like it here, but if you refuse, someone else has to go anyway, but they could fire me.

Above is a true story from several years ago. What is remarkable about it is that all participants acted “in the best way” and did not take into account the motives of others. This is understandable - the unmarried director successfully left for the states many years ago, for him the opportunity to see other countries is a definite benefit. For the family Kolya, traveling without a family is not at all that important, but responsibility is important, and, probably, money.

By the way, the most common question at trainings is “how to motivate employees.” Employee motivation, in practice, is decided intuitively, based on the manager’s experience and observations. Occasionally, specialists are brought in, but they either turn to “well, you know him better, what can motivate him?” or to “I’m an expert, I know everything, do it this way... And if it doesn’t work out, it’s your own fault.”

Motivational profile of Richie and Martin

This technique allows you to find out how 12 motivational factors correlate in a person. Ritchie and Martin say they tested more than 1,000 people (mostly managers and office workers) and found that motivations for working in modern conditions can be reduced to 12 groups.

High earnings and financial incentives. The need for high wages and material rewards; desire to have a job with a good set of benefits and allowances.
The need for good working conditions and a comfortable environment.
The need for a clear structuring of work, the availability of feedback and information that allows one to judge the results of one’s work, the need to reduce uncertainty and establish rules.
Need for social contacts: communication with a wide range of people.
The need to form and maintain long-term stable relationships, a small number of work colleagues, a significant degree of closeness of relationships, trust, and friendliness. It differs from the fourth factor in that the fourth one considers the total number of social contacts, but here it is rather the quality.
The need to gain recognition from other people, to ensure that others value a person’s merits, achievements and successes. This indicator indicates sympathy for others and good social relationships, this is the individual’s need for attention from other people, the desire to feel one’s own importance.
The need to set difficult goals for oneself and achieve them, challenge, an indicator of the desire to outline and conquer difficult, promising milestones.
The need for influence and power, the desire to lead others.
Need for variety, change and stimulation; desire to avoid routine (boredom).
The need to be a creative, analytical, thinking worker, open to new ideas. This indicator indicates a tendency to demonstrate inquisitiveness, curiosity and non-trivial thinking. But the ideas that a given individual contributes and strives for will not necessarily be correct or acceptable.
The need for improvement, growth and development as a person. An indicator of the desire for autonomy, independence and self-improvement.
The need for a feeling of being in demand for interesting socially useful work.

There is no point in motivating a person with something that is not important to him.
But it makes sense to know what exactly is important to him and choose his actions based on this.

How to create a motivational profile?

There are several ways:

Method number 1. The most accurate. Have the person fill out the Richie and Martin Motivational Profile questionnaire. Make sure that the person is in a balanced (usual) mood, not drunk, etc., not before a deadline or in a hurry, not under the pressure of financial insufficiency... Give him a test and ask him to fill them out honestly. The method is good, accurate and correct. Disadvantages: not always possible in practice. Let's use an example.

Let's say I'm an employee. And the boss or HR comes to me and says - fill out the test. Firstly, it takes me away from my main job (for which I am asked), and secondly, why? I may believe that the tests don't work, in which case it's just a waste of time, or I may believe that the test result will be used to my detriment. Or that according to this test I will not look as good as I want. Most likely, if I was given a test by force, I will try to deceive it.

The technical method is correct for an experimental psychologist, but in practical psychology it is often necessary to use other, less accurate methods.

Method No. 2. Complete the test for a person. Take the questionnaire and answer the questions “as if another person were answering.” From the point of view of experimental psychology, the proposal looks outlandish. Although it gives relatively good results.

Samuel Gosling conducted an experiment with the Big Five personality questionnaire. He asked 80 students to complete the test, then asked the friends and relatives of those 80 students, as well as a group of strangers, to complete the test as individuals. Strangers were simply brought into the room where the experiment participant lived and asked to test him “in absentia.” “I wanted to know what their immediate impressions would be,” says Gosling, “so I didn’t tell my respondents what to do. I simply said: “Here is your questionnaire. Go into the room and see for yourself.” I really wanted to see the process of making intuitive judgments.” According to Gosling's findings, friends and even strangers made a completely accurate portrait.

In other words, although the method does not seem accurate, in practice it gives results. My personal tests showed deviations of up to 20%. That is, you will definitely make a mistake with this method, but you will be able to calculate the main motives for a person.

Method number 3. Generally for the lazy. If you believe that you know and understand a person, have worked with him for a long time and seen him in different situations. Take a table of 12 motives, and without thinking for a long time, intuitively enter a rating on a ten-point scale. Disadvantages of the method: the highest error of all three (I had up to 30%) and I would recommend reading a more detailed description of the factors - since we do not use the test, our understanding of the factors becomes critical for accuracy.

For example. Remember a close coworker. And intuitively, without thinking for a long time, give an assessment. How important is the need for him, this person, to gain recognition from other people, so that others value the merits, achievements and successes of the individual. 10 – this is critically important for him, 0 – he doesn’t give a damn about public recognition. Did you get the number? Usually it comes out automatically. In this method, it is important to suppress critical thinking; it usually comes out and begins to think and criticize.

So, before thinking about rewards, punishment, feedback, ultimatums, dismissal or promotion, it makes sense to estimate the employee’s motivational profile. Perhaps in the future this will save not only time, but also nerve cells.

Resources for Determining Your Motivational Profile

. We have automated the Ritchie-Martin questionnaire and now it allows you not only to get the required number of points, but also to get tips on motivating an employee and save the results. Login occurs through social networks, and the system requires that the email be filled out.
Motivation management Ritchie S., Martin P. A complete description of the experiments, their results, factors and interaction of factors. A good and useful book.

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

Scientists have made attempts to systematize the types of loyalty, taking as a basis certain needs (some psychologists believe that an employee’s loyalty to 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, building 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 and professional activity, and satisfy them. As a result, we will receive high job satisfaction and, as a result, a high level of loyalty and motivation.

The complexity of such an approach would be ensured 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 satisfying human needs in the process of work.

Having examined the many needs that can be satisfied during a person’s work activity, S. Ritchie and P. Martin settled on twelve basic needs. In different people they can be expressed to varying degrees: for one it is important that the work provides the opportunity for personal growth, for another - the opportunity to achieve high status, power over others, the third strives for variety in work, etc. Therefore, to determine the individual combination the most and least relevant (significant) needs for a particular person, which were called motivational profile, they developed a test (see application). It makes it possible to quantify the relative importance of these needs for a particular person and graphically represent his motivational profile (see. diagram). The book “Motivation Management” contains a detailed description (interpretation) of the behavior of people who have different combinations of needs that are significant to them, i.e., different motivational profiles and recommendations for meeting these needs in the process of work.

Let us consider situations when one of the needs identified by the creators of the proposed methodology is dominant for a person. Moreover, only those cases when one need is the most significant for a person, and all the others 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 (current need), the authors of the methodology cite the value most frequently found in the responses of 1,355 managers ( fashion ), average value ( 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 is in society as a whole (fashion), as well as the significance of each need for a particular person, comparing the data of his motivational profile with the average value (median).

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

The motivation of employees who have high levels of need for money, on the one hand, is simple: if there is an opportunity to earn more by putting in more effort, then the employees will be highly motivated and satisfied with their work. That is, their motivation is to ensure a strict cause-and-effect relationship between effort and reward. On the other hand, motivating with money is associated with difficulties such as loss of management 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 their teammates as potential competitors and even as disruptive workers.

Need for good working conditions and a comfortable environment. Mode - 17, median - 17, range - 0–83. As you can see, the requirements for working conditions are generally not high. At the same time, the authors of the methodology note that high rates of this factor obtained during personnel testing may signal dissatisfaction with some other need, for example, to express dissatisfaction with the manager or an unfavorable psychological climate. Therefore, when faced with high values of this need, you must first consider the human relations that have developed in the organization and its corporate culture. If such difficulties are not identified, then, most likely, it is the working conditions that are the problem, the solution to which is to improve them.

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

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

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

Need for social contacts: in communication with a wide range of people, a slight degree of trust, connections with colleagues, partners and clients. Mode - 27, median - 25, range - 0–81. Such workers derive satisfaction and positive emotions from numerous contacts with other people. Many of them are able to show tolerance to the surrounding bustle and noise that invariably accompany joint work. Thus, creating opportunities for multiple contacts or moving them into positions that involve such contacts can increase the satisfaction of these employees. At the same time, those with a low indicator cannot be suspected of being unable to maintain social contacts. They just don't need a lot of them. Such workers may prefer solitude, enjoy work, and regret time spent talking with other employees.

The need to form and maintain long-term, stable relationships, suggesting a significant degree of closeness of relationships and trust. Mode - 18, median - 19, range - 0–45. One must try to create a moral climate that encourages relationships. Such employees will be satisfied in the conditions of trust, favorable work and personal relationships characteristic of an effective team.

The need to gain recognition on the part of other people, in order for others to value 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 through various means: from verbal gratitude to material encouragement. The manager needs to take into account that the perception of expressions of gratitude depends on his sincerity. If recognition sounds insincere, then it can destroy motivation (demotivate). Additionally, different people need different forms of recognition. Some people need to express gratitude in a solemn atmosphere in the presence of work colleagues, while others need to just say “thank you” in the process of work. Of course, recognition should appear immediately after an event or an action that deserves it, while recognition of merit does not necessarily have to be accompanied by material reward.

The need for recognition can make a person dependent on the approval of others. High levels of this need are 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 sometimes recommend using such a technique as criticism of actions with the assurance that, despite the shortcomings discussed, such an employee is still valued.

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

These types of workers do not know how to lead, but they are often promoted to management positions. Due to their competitive nature, it can be difficult for them to work in a team.

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

Need for influence and power, the desire to lead others is an indicator of competitive assertiveness, since it involves mandatory comparison with other people and influencing them. Mode - 31, median - 31, range - 0–79. S. Ritchie and P. Martin write that those who seek to influence are of undoubted interest to any organization. The key question to consider is not only a person's ability to influence, but also the purpose for which he seeks to influence others. Is the influence humane, 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 exert influence almost always encounters resistance from other people. Therefore, relationships can become hostile and especially problematic if an employee who displays authority and influence lacks tact, diplomacy, tolerance, in other words, everything that is usually denoted by the concept of “social intelligence.” The motivation of such people is to provide opportunities 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.

Need for variety and 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 perfect for such work.

If there is no opportunity in the process of motivating such people to provide them with an activity that involves elements of variety, the authors of the methodology recommend, in particular, focusing on showing them the path to further incentives: “When this project is completed, you will have an excellent opportunity to do something new.”

You can try to imagine unfinished work as a new activity. The manager’s task is to constantly stimulate such an employee to complete the task, to complete what he started.

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

For creative individuals, it is very important to have the right to make mistakes, since in this regard they are very vulnerable. If the company's corporate culture is not tolerant, if every meeting turns into accusations and ridicule, then creative employees will prefer not to share their ideas.

Need for self-improvement, growth and development as a person. Mode - 35, median - 32, range - 7–84. This is an indicator of the desire for independence and self-improvement. People who have a high need for self-improvement evaluate their work from precisely this perspective. 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 strive for 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 strives to satisfy them.

In order to motivate such employees, situations should be created that would satisfy their current needs: periodically send them to courses, seminars, involve them in staff training, and perform tasks requiring self-development.

The need for interesting, socially useful work. Mode - 41, median - 43, range - 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 are not at full force.

You need to find out what a particular employee means by the concepts of “interesting” and “useful” work. To enhance perceptions of the usefulness of the work, it is useful to explain to performers the broader context within which their particular work occupies a certain position and has a certain meaning.

Application

Studying a person's motivational profile
(S. Ritchie and P. Martin)

TEST

Read each statement carefully. Rate its significance in points by distributing 11 points between the four options for completing the sentence proposed in each paragraph. To evaluate each option ( a B C D) within the given statements, use all 11 points. Write your scores directly into the answer table, in which the horizontal row numbers correspond to the statement numbers. Find the letter designation of the option in each line and put its rating next to it. Make sure all 11 points are distributed.

Questions should be answered quickly, without hesitation for a long time.

1. I believe that I could make a great contribution in a job where...
a) good wages and other types of remuneration;
b) there is an opportunity to establish good relationships with work colleagues;
c) I could influence decision-making and demonstrate my strengths as an employee;
d) I have the opportunity to improve and grow as a person.

2. I wouldn’t like to work where...
a) there are no clear instructions on what is required of me;
b) there is practically no feedback and assessment of the effectiveness of my work;
c) what I 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) provided me with clear instructions so that I knew what was expected of me;
d) allowed me to get to know the people I work with well.

4. I believe that I would not be very interested in a job that...
a) would provide me with little contact with other people;
b) would hardly be noticed by other people;
c) would not have specific outlines, so I would not be sure what is required of me;
d) would be associated with a certain amount of routine operations.

5. I like my job if...
a) I clearly understand what is required of me;
b) I have a comfortable workplace and there are few distractions;
c) I have good rewards and wages;
d) allows me to improve my professional qualities.

6. I think I would like it if...
a) there would be good working conditions and there would be no pressure on me;
b) I would have a very good salary;
c) the work would actually be useful and bring me pleasure;
d) my achievements and work would be appreciated.

7. I don’t think work should...
a) be poorly structured, so it is unclear 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 carry out;
d) remain unrecognized or its implementation should be taken for granted.

8. Work that brings satisfaction...
a) associated with significant variety, change and stimulation of enthusiasm;
b) provides an opportunity to improve one’s professional qualities and develop as a person;
c) is useful and significant for society;
d) allows me to be creative (be creative) and experiment with new ideas.

9. It is important that the work...
a) recognized and valued by the organization in which I work;
b) would provide opportunities for personal growth and improvement;
c) was associated with great diversity and change;
d) would allow the employee to influence others.

10. I don’t think work will be satisfying if...
a) in the process of its implementation there are few opportunities to make contacts with different people;
b) salary and remuneration are not very good;
c) I cannot establish and maintain good relationships with work colleagues;
d) I have very little autonomy or flexibility.

11. The best job is the one that...
a) provides good working conditions;
b) gives clear instructions and explanations regarding the content of the work;
c) involves performing interesting and useful tasks;
d) allows you to receive recognition of personal achievements 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 does not receive recognition and adequate reward;
d) the workplace is dusty, dirty or noisy.

13. When determining job responsibilities, it is important...
a) give people the opportunity to get to know each other better;
b) provide the employee with the opportunity to set goals and achieve them;
c) provide conditions for employees to demonstrate creativity;
d) ensure the comfort and cleanliness of the work place.

14. I probably won’t want to work where...
a) I will have little independence and opportunities to improve my personality;
b) research and manifestations of scientific curiosity are not encouraged;
c) very little contact with a wide range of people;
d) there are no decent bonuses and additional benefits.

15. I would be satisfied if...
a) there would be an opportunity 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 satisfy me less if...
a) would not allow you to set and achieve difficult goals;
b) would not clearly know the rules and procedures for performing the work;
c) the level of remuneration for my labor would not correspond to the level of complexity of the work performed;
d) I would have virtually no influence on the decisions made or what others do.

17. I believe that the position should provide...
a) clear job descriptions and instructions on what is required of me;
b) the opportunity to get to know your work colleagues better;
c) the ability to perform complex production tasks that require all efforts;
d) variety, change and rewards.

18. Work would be less satisfying if...
a) would not allow for even a small creative contribution;
b) would be carried out in isolation, that is, I would have to work alone;
c) there would be no favorable internal climate in which I could grow professionally;
d) would not provide an opportunity to influence decision-making.

19. I would like to work where...
a) other people recognize and appreciate the work I do;
b) I will have the opportunity to influence what others do;
c) there is a decent system of bonuses and additional benefits;
d) you can put forward and test new ideas and be creative.

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

21. I believe that a satisfying job should include...
a) the presence of clear instructions so that employees know what is required of them;
b) the opportunity to be creative (creative approach);
c) the opportunity to meet interesting people;
d) a feeling of satisfaction and really interesting tasks.

22. Work will not be enjoyable if...
a) minor allowances and additional benefits are provided;
b) the working conditions are uncomfortable or the room is very noisy;
c) there will be no opportunity to compare your work with the work of others;
d) exploration, creativity, and new ideas are discouraged.

23. I consider it important that my job provides me with...
a) many contacts with a wide range of people interesting to me;
b) the ability to set and achieve goals;
c) the ability to influence decision making;
d) high level of wages.

24. I don’t think I would like 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 would not be able to be creative and come up with new ideas.

25. In the process of organizing work, it is important...
a) ensure the cleanliness and comfort of the workplace;
b) create conditions for the manifestation of independence;
c) provide for the possibility of diversity and change;
d) provide ample opportunities for contact with other people.

26. Most likely, I would not want to work where...
a) working conditions are uncomfortable, i.e. noisy, dirty, etc.;
b) there are few opportunities to make contacts with other people;
c) the work is not interesting or useful;
d) the work is routine and tasks rarely change.

27. Work is probably satisfying when...
a) people recognize and appreciate a job well done;
b) there is ample opportunity for maneuver and flexibility;
c) you can set complex and bold goals for yourself;
d) there is an opportunity to get to know your colleagues better.

28. I wouldn’t like a job that...
a) would not be useful and would not bring a feeling of satisfaction;
b) would not contain an incentive for change;
c) would not allow me to establish friendly relations with others;
d) would be non-specific and would not pose complex tasks.

29. I would show a desire to work where...
a) the work is interesting and useful;
b) people can establish long-term friendships;
c) I would be surrounded by interesting people;
d) I could influence decision making.

30. I don’t think work should...
a) provide for the person to work alone most of the time;
b) give little chance of recognition of the employee’s personal achievements;
c) interfere with the establishment of relationships with colleagues;
d) consist primarily of routine duties.

31. Well-planned work is a must...
a) provides a sufficient range of benefits and many allowances;
b) has clear recommendations for implementation and job responsibilities;
c) provides the opportunity to set goals and achieve them;
d) stimulates and encourages the development of new ideas.

32. I would consider work unsatisfying if...
a) could not perform complex promising work;
b) there would be little opportunity for creativity;
c) only a small amount of independence would be allowed;
d) the very essence of the work would not seem useful or necessary.

33. The most important characteristics of the position are...
a) the opportunity for a creative approach and original, out-of-the-box thinking;
b) important duties, the fulfillment of which brings satisfaction;
c) the ability to establish good relationships with colleagues;
d) the presence of significant goals that the employee is called upon to achieve.

Processing the results

Column numbers in table meet the twelve needs described above. Calculate the total points in each column. These will be quantitative indicators of the relative importance of these needs for the individual.

Example of a motivational profile

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