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, professional activity, and satisfy them. As a result, we will receive high job satisfaction and, as a result, high level 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 good options The implementation of 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.
By exploring the many needs that can be met in the process labor activity human, 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 detailed description(interpretation) of the behavior of people who have different combination needs that are significant for them, i.e., different motivational profiles and recommendations regarding the satisfaction of 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, faced with high values this need, we must first consider the human relations that have developed in the organization, 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 them large quantities. 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 by various means: from verbal gratitude to financial incentives. 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). Moreover, different people need various forms recognition. Some need to express gratitude in a solemn atmosphere in the presence of work colleagues, while for others it is enough to 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 accept independent decisions. An important component of motivation should be individual work aimed at increasing independence and autonomy. 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. Great importance has the preparation of conditions for the concentration of their energy.
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 “ 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. WITH great energy Once they get down to business, they soon begin to feel bored. 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 a great opportunity do something new."
You can try to imagine the unfinished work as the new kind activities. 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 personalities It is very important to have room for error, since in this regard they are very vulnerable. If corporate culture The company 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. If a person has a high need for useful and interesting work, then the manager’s task is to organize activities in such a way that employees can perceive them as interesting and useful, otherwise other motivational factors are not in 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.
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Application Studying a person's motivational profile 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 in each line letter designation option 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... 2. I wouldn’t like to work where... 3. It is important to me that my work... 4. I believe that I would not be very interested in a job that... 5. I like my job if... 6. I think I would like it if... 7. I don’t think work should... 8. Work that brings satisfaction... 9. It is important that the work... 10. I don’t think work will be satisfying if... 11. The best job is the one that... 12. I probably won’t work well if... 13. When determining official duties important… 14. I probably won’t want to work where... 15. I would be satisfied if... 16. Work would satisfy me less if... 17. I believe that the position should provide... 18. Work would be less satisfying if... 19. I would like to work where... 20. It’s unlikely that I would want to work where... 21. I believe that a satisfying job should include... 22. Work will not be enjoyable if... 23. I consider it important that my job provides me with... 24. I don’t think I would like my job if... 25. In the process of organizing work, it is important... 26. Most likely, I would not want to work where... 27. Work is probably satisfying when... 28. I wouldn’t like a job that... 29. I would show a desire to work where... 30. I don’t think work should... 31. Well-planned work is a must... 32. I would consider work unsatisfying if... 33. Most important characteristics positions are...
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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Article provided to our portal
editorial staff of the magazine
When managing a team, managers always face the problem of motivating staff.
The complexity of managing employee motivation is due to the uniqueness of their personality, since different people are motivated by different types motivation. But, as a rule, this factor is ignored.
If we study the psychological complex of needs of a worker, applying knowledge of graphology, we will get very interesting results.
Note:
The needs of the individual will be considered by us in isolation from the economic situation. Obviously, it is not worth saying that during the period economic crisis financial incentives acquires special meaning for any person, and all other needs (recognition, self-expression, variety in work, etc.) fade into the background.
Let's look at a woman's handwriting using the 12 motivation factors given in the work of Ritchie S. and Martin P. 'Motivation Management', and also compare the results of the handwriting analysis with the results of the tests taken.
Despite the fact that the texts were written by the author's handwriting in different time and there are minor changes, the basic set of psychological needs of the individual remains the same.*
*In the footnotes there is information for graphologists trained at the Inessa Goldberg Institute of Graph Analysis.
1. The need for clear structuring of work
Analysis of handwriting showed the individual's need for clear instructions when performing work (the need for norms, rules of behavior, stability and predictability). The handwriting also indicated that a person’s adaptation to changing conditions occurs slowly. Such an employee experiences severe stress in unforeseen situations. 1
When taking the test (Motivational Profile Ritchie S., Martin P.), the respondent identified this incentive as the most important for himself - 51 points. (Indicators Ritchie S., Martina P. - Mode - 26, median - 25, range - 0-69). Upon repeated testing, the indicator did not change.
Handwriting analysis and testing results demonstrate a consistently high need for this factor.
2. The need for social contacts (a wide range of people) and long-term stable relationships(small number of colleagues and significant degree of trust)
According to the analysis of handwriting, the woman is very uptight and distrustful, has many complexes, withdraws from interaction with others, is critical, and secretive. Interaction occurs at the level of information exchange, while the emotional component is ignored. Doesn't have empathy. Lacks flexibility and adaptability.
Also, in handwriting there is no need for close, trusting relationships. The author gets tired and irritated from interacting with other people, is not emotionally receptive, and is closed. 2
In the Motivational Profile, Ritchie S., Martin P. - the need for social contacts is slightly expressed - 8 points. During repeated testing, the indicator increased by 1.6 times, but remained at a low level – 13 points. (Indicators Ritchie S., Martina P. - Mode - 27, median - 25, range - 0-81).
The score for the “long-term relationship” indicator is 24 points. After repeated testing, it was 2 times lower – 13 points. (Indicators Ritchie S., Martina P. - Mode - 18, median - 19, range - 0-45).
Testing showed the absence of a stable relationship to these factors.
The handwriting initially indicated an unambiguous attitude towards these factors, namely, a persistent avoidance of expanding social contacts, as well as close, trusting relationships.
3. The need to set challenging goals and achieve them
In the Motivational Profile, Ritchie S., Martin P. - the “goal” indicator is 36 points (i.e., a highly valued need). Upon repeated testing - 25. The indicator decreased by 1.4 times. (Indicators Ritchie S., Martina P. - Mode - 36, median - 36, range - 2-81).
When studying this factor, the handwriting author was asked to perform additional tests:
— Scale for assessing the need for achievement: showed 10 points, low level achievement motivation.
— Motivation to avoid failures: 17 points, high level of failure avoidance.
— Rean Questionnaire: 7 points, mindset to fail.
— TsSR Questionnaire: Goal -3; Means -1; Result -1; L<0.
Analysis of handwriting showed us the subject’s real attitude towards setting difficult goals and achieving them. The same attitude towards this need was recorded after passing additional clarifying tests.
4. Need for recognition
Avoidance of decisive action, fear of making mistakes, low self-esteem indicate that the author of this handwriting needs approval, evaluation and recognition of his achievements by other people 4 .
In the Motivational Profile of Ritchie S., Martin P., this need is rated at 43 points, then 45. A consistently high score.
5. Need for growth (in relation to work)
This need means the desire for autonomy, independence and self-improvement. The author of the analyzed handwriting is tense and afraid of making mistakes and achieving goals. At the same time, the handwriting reflects the possibility of self-improvement in narrowly focused activities. Those. there is the opportunity and ability to delve deeper into the subject of one’s work 5 .
The respondent’s own assessment of the need for growth is high – 39 points, and – 41 points. Analysis of the handwriting made it possible to see the reason for this answer.
6. The need for high wages and good working conditions
Handwriting does not reflect factors such as greed, hoarding, excess, or pretentious “status.” Those. we do not see those manifestations that would directly tell us about material incentives as a priority need. The employee is more interested in fair assessment and well-deserved, stable pay.
In the Motivational Profile of Ritchie S., Martin P., the assessment of this factor has an average value of 30 points, after repeated testing - 33. (Mode - 27, median - 19, range - 0-96).
A tense and poorly adaptable person with a high need for stability looks for ways in which he begins to feel stable and protected. The handwriting showed that it is the fear of an uncertain future that makes this person rate the importance of this factor higher.
The condition for good work for such an employee is a properly equipped workplace (office equipment, cleanliness, order, no frills); do not forget about basic amenities. The main thing is convenience, functionality, quality. The author of the handwriting does not pay much attention to the design of the room; she prefers comfortable moderation, while excesses can cause a negative reaction 6 .
7. The need for power
Analysis of handwriting showed that low self-esteem and lack of self-confidence in one’s decisions and goals, inability to interact with people, poor adaptation to the surrounding reality, lack of flexibility - all this deprives a person of the opportunity to influence others. The author of the handwriting is stubborn, but this is a manifestation of inflexibility and a defense mechanism, and not a desire to influence others 7.
Score in the Motivational Profile Ritchie S., Martin P. – 14 and 18.
Minor need.
8. The need to be creative
The handwriting revealed the needs for simplification and structuring of the work performed. Thinking is slow, narrow-minded, inflexible. The author of the handwriting tries to structure and simplify the work. But creativity is not expressed8.
Need for creativity – 39 points. Such a fairly high indicator of the need to “be creative” for the author of the handwriting interested me. When retested, the indicator is 20. (Indicators of Ritchie S., Martina P. - Mode - 32, median - 33, range - 5-81).
Then the respondent was asked to additionally answer several questions:
Question: “Tell me what new ideas you proposed to introduce in the workplace?”
Answer: “I suggested improving the section on the company’s website. In my opinion, the search for documents can be better systematized.”
Question: “Was the proposal reviewed and implemented?”
Answer: “The idea was not accepted. This would require additional cash investment.”
Question: “Do you view creativity as simplification and systematization?”
Answer: “Yes. Is it possible to approach this differently?”
In this article we will not delve into the psychological explanation of the concept of “creativity,” but conclusions can be drawn. The author of the handwriting is able to simplify and structure the work that she knows well, but does not introduce new ideas. This was initially discovered by examining the handwriting.
9. The need for change and diversity in the workplace
Score in the Motivational Profile Ritchie S., Martin P. – 17 and 21. Low indicator.
10. Need for relevance (social significance)
This factor in the Motivational Profile of Ritchie S., Martin P. was rated highly by the respondent - 34 and 45 points. The difference between the first test and the repeat test is 9 points. In the 'profile', demand is seen as the need for work filled with meaning and significance, with an element of social utility. Of course, any person should see meaning in their work.
Below is a diagram of the results of the ‘Motivational Profile’ test.
When processing the test, the total score should be 363 points, but in reality, 356 points were recorded in the 1st test, and 351 points in the 2nd test. Where did the rest of the points go? The author of the handwriting said that during testing, similar questions first caused confusion and then irritation. The respondent had one desire - to finish this test faster.
In addition to all the tests, the respondent was also asked to complete the R. Cattell Multifactor Personality Inventory 16 PF. The value of the indicator is MD-6 points. This means that the reliability of the result of such testing is questioned.
This study makes us wonder: why did we get unreliable results in some tests? Why is it even possible that a respondent might answer tests differently? Obviously because social desirability, emotional state, misunderstanding of terms - all this can cause distortions in test results.
During the process of psychodiagnostics, it was possible to notice that the results of handwriting analysis turned out to be more unambiguous and accurate than standard methods, which was confirmed by numerous repeated tests. In addition, psychological analysis of handwriting made it possible to obtain answers to additional questions - for example, what explains this or that answer during testing.
Note:
In this particular case, the respondent’s handwriting clearly showed a tendency to withhold information and distrust people 9 .
This graphic symptom complex does not mean that the person is a liar and a manipulator; in this style, it is a manifestation of psychological defense mechanisms and anxiety. A woman is not confident in herself, in others, in the future, and therefore lives, acts (and is tested) with particular caution.
Having dealt professionally with the topic of personnel motivation and conducting numerous observations of test takers, using professional psychological analysis of handwriting, based on my experience, I cannot but recognize the value of graphological analysis as an additional tool for personnel assessment. When used skillfully, handwriting analysis can significantly enrich and clarify the psychodiagnostic information about a candidate received by a personnel specialist, and often clearly explain inconsistencies in the results of different (or repeated) testing using other standard methods.
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1 Tense, contracted, regulated handwriting; speed is slow; standard form - scanty; the organization of the text is conventional with empty spaces; the handwriting is small, back-and-forth movements, the final margins are wide, uneven
2 Blunt finishing touch; voids; angular, tense, small handwriting; squeezed
letters; strong monotonous pressure; spasms and breaks in the stroke and other signs
3 Unstable leading and trailing margins, significant padding, slow speed, small standard handwriting, narrowed letters, lack of secondary width, unstable spacing, unstable slant, small cramped handwriting.
4 Attempts at stylization in the compensatory elements of the upper zone, “forced” right inclination, standard “correctness” of spelling, formal organization, strong contraction, and other signs.
5 Optical concentration, high motor control; small, tense handwriting;
detailing, narrowed angular letters; routine uniformity; slow speed;
standard simplified letters, etc.
6 Orderly graphic manifestations; rigidity, angularity of forms, straight ligaments, small and narrow middle zone, large intervals, despite some constrained compensatory elements - in general, standardization and moderation in the structure of the letters.
7 Small standard rigid handwriting; voids; unstable initial and final
fields; blunt stroke; the pressure is strong; speed is slow.
8 Slow speed; pressed, angular standard, but somewhat simplified letters, routine, rigidity. There is no spontaneity, no freedom of expression.
9 Large distances, shallow middle zone of letters, closed letters + open letters below; arcades; tense narrowed letters; voids; the speed is very slow and there are a lot of indirect return movements.
Olga Drobyazko
HR specialist, certified graphologist
Specialist at the Inessa Goldberg Institute of Graph Analysis in Kovrov
inessa-goldberg.ru
Take the Riess Motivation Test to determine your motivational profile. Here is a way to determine your motivational profile yourself.
You can determine how important each of the 16 core aspirations is to you. With this information, you can organize your work, personal life, relationships and leisure in such a way as to satisfy the desires that are important to you and avoid those that cause stress.
Answers
For each motivation, enter it in a table; a sample table is at the end of the chapter.
Power
Mark your Power wish as important for you if it is true that:
- You are very ambitious compared to other people
your age - You usually strive to take a leadership position
- You usually play a dominant role in a group of people
your age
unimportant
- You have noticeably less ambition than other people
your age - Usually, when you are part of a group of people, you prefer
obey rather than command.
Mark your Power wish as moderately important
Independence
Mark your Independence wish as important
- You generally do not accept advice or guidance from
other people. - Relying on yourself is very important for your
happiness.
unimportant if one of the following statements is true:
much more loyal to your friends and partners.- You don't like being on your own.
Mark your Independence wish as moderately important, if you did not mark it as one of the important or unimportant, or if you marked it in both the first and second cases. Record your results in the table at the end of the chapter.
Curiosity
Mark your Curiosity wish as important for you, if it is true about you that:
- You have a great desire for knowledge.
- Compared to your friends, you ask very
many questions. - You think a lot, trying to know the truth.
unimportant if one of the following statements is true:
- You don't like intellectual activity.
- You rarely ask questions.
Mark your Curiosity wish as moderately important, if you did not mark it as one of the important or unimportant, or if you marked it in both the first and second cases. Record your results in the table at the end of the chapter.
Acceptance
Mark your desire for Acceptance as important for you, if about you that:
- You usually set easy goals for yourself.
- You often give up halfway through things.
- It is very difficult for you to put up with criticism.
unimportant if one of the following statements is true:
- You are very confident in yourself.
- You handle criticism much better than
most people - not much because of this
you get upset.
Mark your desire for Acceptance as moderately important, if you did not mark it as one of the important or unimportant, or if you marked it in both the first and second cases. Record your results in the table at the end of the chapter.
Order
Mark your Order wish as important for you, if it is true about you that:
- You are much more organized than most people.
- You have a lot of rules and you follow them fanatically.
- You enjoy cleaning and organizing.
unimportant if one of the following statements is true:
- Your office/workspace is usually a mess.
- You hate planning.
Mark your Order wish as moderately important, if you did not mark it as one of the important or unimportant, or if you marked it in both the first and second cases. Record your results in the table at the end of the chapter.
Saving
Mark your Savings wish as important for you, if it is true about you that:
- Are you a collector?
- You don't like to share.
- You are much more careful with your money than
other people to their own.
unimportant if one of the following statements is true:
- You spend a lot.
- You almost never store anything.
Mark your Savings wish as moderately important, if you did not mark it as one of the important or unimportant, or if you marked it in both the first and second cases. Record your results in the table at the end of the chapter.
Honor
Mark your Honor wish as important to you if it is true about you that:
- You are known as an extremely principled person.
- You are known as a very faithful person.
unimportant if one of the following statements is true:
- You believe that it's every man for himself.
- You don't care much about morality.
Mark your Honor wish as moderately important, if you did not mark it as one of the important or unimportant, or if you marked it in both the first and second cases. Record your results in the table at the end of the chapter.
Idealism
Mark your Idealism desire as important to you if it is true about you that:
- You sacrifice personal interests for the sake of humanitarian causes
activities. - Do you regularly volunteer in community settings?
organizations. - You regularly do charity work.
Mark your Idealism desire as unimportant if one of the following statements is true:
- You pay very little attention to what is happening
in society. - You don't believe in charity.
Social contact
Mark your Social Contact wish as important for you, if it is true about you that:
- Do you feel that in order to be happy,
you need to spend a lot of time among people. - You are known as a person who loves pleasure.
Mark your Social Contact wish as unimportant if one of the following statements is true:
- You are a recluse.
- You don't like parties.
- You don't care much about other people except family members and close friends.
Mark your Social Contact wish as moderately important, if you did not mark it as one of the important or unimportant, or if you marked it in both the first and second cases. Record your results in the table at the end of the chapter.
Family
Mark your Family wish as important for you, if it is true about you that:
- Raising children is important to your happiness.
- Compared to other parents you know,
you spend much more time with your children.
unimportant if one of the following statements is true:
- Being a parent is more of a burden for you than
pleasure. - You left your child in the care of other people.
Mark your Family wish as moderately important if you did not mark it as one of the important or unimportant, or if you marked it in both the first and second cases. Record your results in the table at the end of the chapter.
Social status
Mark your Social Position wish as important for you, if it is true about you that:
- You always strive to buy only the best and
expensive things. - Do you often buy things just to...
impress others. - You pay a lot of attention to maintaining
membership in prestigious clubs or organizations.
unimportant if one of the following statements is true:
- You don't care what others think of you.
- Wealth does much less for you.
impressions than many other people you
you know. - You are not impressed by the noble
origin or high status in society.
Mark your Social Position wish as moderately important, if you did not mark it as one of the important or unimportant, or if you marked it in both the first and second cases. Record your results in the table at the end of the chapter.
Competitiveness
Mark your desire for Competitiveness as important for you, if it is true about you that:
- You find it difficult to control your anger.
- You are aggressive.
- You like to compete.
- You spend a lot of energy trying to take revenge.
offense.
unimportant if one of the following statements is true:
- Compared to other people, you rarely experience
anger. - When you are offended or insulted, you often “step aside.”
- You don't like situations in which you have to
compete.
Mark your desire for Competition as moderately important, if you did not mark it as one of the important or unimportant, or if you marked it in both the first and second cases. Record your results in the table at the end of the chapter.
Romantic relationship
Mark your desire for a Romantic Relationship as important for you, if it is true about you that:
- Compared to your peers, you spend an unusual amount of time
spend in search of love adventures. - You have had a lot of sex with different partners.
- You find it difficult to control your sexual desires.
- Compared to other people, you spend a lot of time
time, admiring the beauty.
unimportant if one of the following statements is true:
- You spend little time thinking about sex or
looking for sexual relationships. - You think sex is disgusting.
Mark your desire for a Romantic Relationship as moderately important, if you did not mark it as one of the important or unimportant, or if you marked it in both the first and second cases. Record your results in the table at the end of the chapter.
Saturation
Mark your desire for Satisfaction as important for you, if it is true about you that:
- Compared to other people your age, you
You spend a lot of time eating. - Compared to other people your age, you
You spend a lot of time and attention on diets.
unimportant if one of the following statements is true:
- You have never had problems with being overweight.
- You very rarely eat more than necessary.
Mark your desire for Satisfaction as moderately important, if you did not mark it as one of the important or unimportant, or if you marked it in both the first and second cases. Record your results in the table at the end of the chapter.
Physical activity
Mark your desire for Physical Activity as important to you if it is true about you that:
- In your life, you exercise regularly.
- Sports play an important part in your life.
unimportant if one of the following statements is true:
- Are you usually lazy when it comes to physical activities?
activity. - You lead a sedentary lifestyle.
Mark your Physical Activity desire as moderately important, if you did not mark it as one of the important or unimportant, or if you marked it in both the first and second cases. Record your results in the table at the end of the chapter.
Peace
Mark your wish for Peace as important for you, if it is true about you that:
- Do you agree with at least two statements from
four:
A. It scares me when it makes me shiver.
b. It scares me when my heart beats too fast.
V. When I notice my heart is beating, I worry
that I was going to have a heart attack.
d. I feel embarrassed when my stomach growls.
d. You have fallen into a state of panic more than once.
e. You are prone to fear.
unimportant if one of the following statements is true:
- You are a brave man.
- You have much less fears than your friends and
colleagues.
Mark your wish for Peace as moderately important, if you did not mark it as one of the important or unimportant, or if you marked it in both the first and second cases. Record your results in the table at the end of the chapter.
Table basic desires. Print and fill out the table with your data or the data of the person you want to analyze.
For each question you answered:
Important - IN
Doesn't matter - N
Moderately important - WITH
To interpret your test results, read the text here"Definition of Desires"
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1 Test “Motivational Profile” Ritchie S, Martina P. How to use the test This test is designed and tested specifically to identify motivation factors that are highly valued by the employee, as well as those factors to which he attaches little importance as potential sources of job satisfaction . It will allow you to identify the needs and aspirations of the employee and thereby gain some insight into his motivational factors. The test is based on a comparison of the significance of a number of motivational factors that are important from the point of view of personnel management. To get the best results, questions should be answered quickly, without thinking for a long time. Your first, perhaps not entirely conscious, answer is probably the most accurate reflection of your true feelings. Answering all questions of the Motivational Profile and calculating the results will take you approximately one hour. You should read each statement on the questionnaire carefully and write your scores directly on the answer sheet. Make sure that all 11 points are distributed among the four statements proposed in each question (A D). Example You need to distribute 11 points between four options for each statement, labeled (a), (b), (c) and (d). There are 33 statements in total, hence a total of 363 points. If you think that one of the factors is most important to you, rate it 11 points; if you consider it not at all significant, do not award it any points; in other cases, try at your own discretion to distribute all 11 points between the four factors proposed in each statement. Make sure all 11 points are awarded. As an example, let's try to evaluate the following statement: I would like to have a job that (a) would have a good salary and additional benefits; (b) I could schedule work at my discretion; (c) my activities could be noticed and appreciated by other people; (d) there would be a lot of variety and change. Use all 11 points to rate the importance of each of these statements to you, and then enter the points directly into the answer sheet. If you consider statements (a) and (b) to be the most important for you, you can award them, say, 6 and 5 points respectively, leaving nothing for the other two options (c) and (d). 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 To score each of options (a), (b), (c), (d) under the given statements, use all 11 marks. 1) I believe that I could make a great contribution in a job where a) good wages and other types of rewards; 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 would not 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) involves significant variety 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;
2 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 involve a certain amount of routine operations. 5) I like my work 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 remuneration and salary; d) allows me to improve my professional qualities. 6) I think that I would like it if a) there were good working conditions and there was no pressure on me; b) I would have a very good salary; c) the work would actually be useful and satisfying; d) my achievements and work would be appreciated. 7) I do not believe that work should a) be poorly 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 carry out; d) remain unrecognized or its implementation must be taken for granted. 8) Satisfying work a) involves 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 and experiment with new ideas. 9) It is important that the work is 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 variety and change; d) would allow the employee to influence others. 10) I do not believe that work will bring satisfaction 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 my work colleagues; d) I have very little autonomy or flexibility. 11) The best job is 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 for recognition of personal achievements and quality of work. 12) I will probably not perform well if a) there is little opportunity to set and achieve goals; 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 to 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
3 a) I will have little independence and opportunities to improve my personality; b) research and 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) it would be possible to influence the decisions 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) it did not allow me to set and achieve difficult goals; b) would not clearly know the rules and procedures for performing the work; c) the level of my remuneration 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 work colleagues better; c) the ability to perform complex production tasks that require full effort; d) variety, change and rewards. 18) Work would be less satisfying if a) it did not allow for at least a small amount of creative input; b) would be carried out in isolation, i.e. the employee would have to work alone; c) there would be no favorable internal climate in which the employee 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 value 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 come up with and try out new ideas and be creative. 20) It’s unlikely that I would want to work in a place where a) there is no variety or change in the 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) clear instructions so that workers know what is expected of them; b) the opportunity to be creative; c) the opportunity to meet interesting people; d) a sense of satisfaction and really interesting tasks. 22) Work will not be enjoyable if a) there are minor allowances and additional benefits; b) the 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) exploration, creativity and new ideas are not encouraged. 23) I consider it important that my work provides me with a) a lot of contacts with a wide range of interesting people; b) the ability to set and achieve goals; c) the ability to influence decision making; d) high level of wages.
4 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 to a) ensure the cleanliness and comfort of the workplace; b) create conditions for the employee to demonstrate independence; c) allow for diversity and change; d) provide the person with ample opportunities for contact with other people. 26) Most likely, I would not want to work where a) the working conditions are uncomfortable, i.e. noisy or dirty, etc.; b) there are few opportunities to make contact with other people; c) the work is not interesting or useful; d) the work is routine and tasks rarely change. 27) Work is likely to be satisfying when a) people recognize and appreciate a job well done; b) there is ample room for maneuver and 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) was not useful and did not bring a sense 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 form long-term friendships; c) I would be surrounded by interesting people; d) I could influence decision making 30) I do not believe that a job should a) require a person to work alone most of the time; b) provide little chance for recognition of the employee’s personal achievements; c) interfere with the establishment of relationships with colleagues; d) consist primarily of routine duties. 31) A well-planned job must a) provide a sufficient set 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) I could not perform complex, promising work; b) there would be little opportunity 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 the position are a) the opportunity for creativity 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.
5 Key to the test After completing the test, you will receive an overall result for each of the 12 motivational factors. A large number of points awarded to a factor indicates its high importance; a small number of points indicates a low level of need relative to other factors. After the description of each motivational factor, the following are given: mode of distribution (the most common value); median (mean value); range of spread (lowest and highest value). 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 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 Need for good working conditions and a comfortable environment. Mode 17, median 17, range 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 and guidelines for performing work. (A measure of the need for guidance and certainty; a need that can be an indicator of stress or anxiety and that can rise or fall when a person experiences major changes in his or her personal life or work.) Mode 26, Median 25, Range Need for Social Contact : communication with a wide range of people, a slight degree of trust, close connections with colleagues. (This is a measure of the desire to work with others and should not be confused with how well a person treats his co-workers. This factor may have a very low value, but the person may still be quite socially adept.) Mode 27, median 25, range 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 contacts 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 The need to gain recognition from other people, including so that others value the merits, achievements and successes of the individual. (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.) Mode 35, median 36, range The need to set bold, challenging goals for oneself and achieve them; it is an indicator of the need to pursue goals and be self-motivated. (An indicator of the desire to outline and conquer difficult, promising milestones.) Mode 36, median 36, range The need for influence and power, the desire to lead others; persistent desire for competition and influence. (This is an indicator of competitive assertiveness because it involves compulsory comparison with and influence on others.) Mode 31, median 31, range 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 Need to be a creative, analytical, thoughtful worker, open to new ideas. (This indicator indicates a tendency towards inquisitiveness, curiosity and non-trivial thinking. But the ideas that an individual contributes and strives for will not necessarily be correct or acceptable.) Mode 32, median 33, range 5 81.
6 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 The need for a feeling of being in demand for interesting socially useful work. (This is an indicator of the need for work filled with meaning and significance, with an element of social utility.) Mode 41, median 43, range
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Concept of motivation. Motivational profile
To build the right system for stimulating students, it is necessary to consider the problem of motivation in education. So, the task is to determine specifically what students want in order to further build an incentive system.
For this task, it is necessary to determine a tool with which you can solve the problem. A motivational profile was chosen as such a tool.
A motivational profile is a person's individual combination of motivating factors. This definition was put forward after studying the work of S. Ritchie and P. Martin “Motivation Management”. This work is the result of their 20-year study of motivation among management personnel. As part of their study, they used a motivational profile model consisting of 12 factors. Based on the definition of the motivational profile, it turns out that it consists of n-factors, motivating the individual, but to build some kind of general picture, an adequate model should be adopted for the study group and depending on the purpose of the study.
Stimulation. Basic needs of university students
Stimulation is an external way of influencing a person’s motivation. An incentive in education should increase the motivation to learn in those who receive this education. It is this issue that will be covered in the final article of the series “Motivation in Education.”
Motivation of university students and identification of basic needs.
- 1. The need for autonomy, independence, and personal self-development has the highest priority.
- 2. The need for work in comfortable conditions.
- 3. Oddly enough, but only in third position is the need for high income and career growth.
- 4. The need for curiosity and creativity.
- 5. The need for structured work and feedback.
- 6. The need to influence and establish control over others.
Today, many students do not know why they are studying this or that subject. It would be great, in addition to presenting theoretical material, to give more practical problems based on real examples.
And there remains the need to establish influence over others, control. This need can be solved by holding team games related to the topic of the subject being studied, with the presence of leadership roles in teams.
These are actually all the main points of the student incentive system. Maybe someone will say why change anything, because they study there anyway? The answer is that now many of them are simply wasting their time at universities, when it would be possible to create truly highly qualified specialists.
TEST “MOTIVATIONAL PROFILE”
Ritchie S., Martin P.
I believe I could make a big 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.
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.
It is important to me that my work
a) was associated with significant variety 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.
I suppose I wouldn't 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 involve a certain amount of routine operations.
I like the 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 remuneration and salary;
d) allows me to improve my professional qualities.
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 satisfying;
d) my achievements and work would be appreciated.
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 must be taken for granted.
Satisfying work
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 and experiment with new ideas.
It is important that the work
a) is recognized and valued by the organization for which I work;
b) would provide opportunities for personal growth and improvement;
c) was associated with great variety and change;
d) would allow the employee to influence others.
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 my work colleagues;
d) I have very little autonomy or flexibility.
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 for recognition of personal achievements and quality of work.
I would be satisfied if
a) it would be possible to influence the decisions 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.
MOTIVATIONAL PROFILE
Ritchie S., Martin P.
This test is designed and tested specifically to identify motivation factors that are highly valued by the employee, as well as those factors to which he attaches little importance as potential sources of job satisfaction. It will allow you to identify the needs and aspirations of the employee, and thereby gain some insight into his motivational factors. The test is based on a comparison of the significance of a number of motivational factors that are important from the point of view of personnel management.
To get the best results, questions should be answered quickly, without thinking for a long time. Your first, perhaps not entirely conscious, answer is probably the most accurate reflection of your true feelings.
Answering all questions of the Motivational Profile and calculating the results will take you approximately one hour.
You should read each statement on the questionnaire carefully and write your scores directly on the answer sheet. Make sure that all 11 points are distributed among the four statements proposed in each question (A-D).
You need to distribute 11 points between the four options for each statement, labeled (a), (b), (c) and (d). There are 33 statements in total, hence a total of 363 points. If you think that one of the factors is most important to you, rate it 11 points; if you think it is not at all significant, do not award it any points; in other cases, try at your own discretion to distribute all 11 points between the four factors proposed in each statement. Make sure all 11 points are awarded. As an example, let's try to evaluate the following statement:
KEY TO THE TEST
Once you complete the test, you will receive an overall score for each of the 12 motivational factors. A large number of points awarded to a 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 (average value) and range of dispersion (lowest and highest value) of each factor contained in our database are given, i.e. in the responses of 1,355 managers and professionals we worked with. 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 plot the result on a graph for comparison.
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 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 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 that allows one to judge the results of one’s work, the need to reduce uncertainty and establish rules and guidelines for performing work. (A measure of the need for direction and certainty; a need that can be an indicator of stress or anxiety and that can rise or fall when a person faces major changes in his 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 connections with colleagues. (This is a measure of the desire to work with others and should not be confused with how well a person relates to his colleagues. This factor may have a very low value, but the person may still be quite socially 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 contacts 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 gain recognition from other people, to ensure that others value the merits, achievements and successes of the individual. (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.) Mode - 35, median - 36, range - 0-88.
7. The need to set bold, challenging goals for yourself and achieve them; it is an indicator of the need to pursue goals and be self-motivated. (An indicator of the desire to outline and conquer difficult, promising milestones.) Mode - 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 an indicator of competitive assertiveness, since it involves mandatory comparison with other people and influencing them.) Mode - 31, median - 31, range - 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, readiness 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 indicator indicates a tendency towards inquisitiveness, curiosity and non-trivial thinking. But the ideas that a given individual brings and strives for will not necessarily be correct 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 significance, with an element of social utility.) Mode - 41, median - 43, range - 15-97.
TEST “MOTIVATIONAL PROFILE”
Ritchie S., Martin P.
To score each of options (a), (b), (c), (d) within the given statements, use all 11 points.