motivation in the workplace evaluation...job advertisements by many of the more progressive...

Motivation in the Workplace Evaluation | Feedback Report for 1

Motivation in

the workplace

evaluation

Feedback Report for

“Ability is what you’re capable of doing. Motivation determines what you do. Attitude determines how well you do it

Lou Holtz

‘‘

Sample report

03rd June 2016

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Contents

Page Details

3 Introduction

4 Defining motivation

6 A summary of your scores

7 Your least preferred options

8 An overview of your scores

10 Motivation myths

12 Motivational top tips

14 A more detailed analysis

20 Where is your focus?

23 Collective focus

24 Individual focus

25 Freedom focus

26 Conforming focus

27 Values, motivation and commitment

29 Comparative data

34 Summary

35 About EvaluationStore.Com

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This booklet provides you with the boththe output from your ‘motivation in theworkplace’ evaluation and aninterpretation of these results. Despitethe fact that this evaluation is designedspecifically for the workplace, thisknowledge may also assist non-workmotivation is some cases as well. Wehope you enjoy this process of learningand wish you every success in applyingthis knowledge.

It is not really possible to separatepersonal motivation and workplacemotivation because the commondenominator is people. People arelooking to succeed in their personallives as much as at their workplace.However, despite numerous pieces ofresearch that link workplace motivationto performance, many people todayare still not fully aware of the directeffect motivation has on the way theyoperate and more importantly, they donot truly understand what drives themanyway.

The size of the organisation youactually work for is irrelevant; what isimportant is whether your job links tocore elements which motivate you. Itwill be different for each and every oneof us and will also vary over time.Unlike our personal values though, ourwork motivators are flexible accordingto our personal needs at any time.

‘The mind is not a

vessel to be filled

but a fire to be

kindled’

Plutarch (46-120 AD)

Introduction

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Defining motivation

We each have a different reason forgetting out of bed in the morning.Our motives (derived from the Latinmovere, to move) are majordeterminants of our behaviour.Therefore, if you understand yourmotives, you can influence yourbehaviour in a more positive way.

A survey carried out by Reade(2003), revealed that students ratejob satisfaction more highly thanmoney. The top two aspects of theideal job were enjoyment andfriendly colleagues. Earning enoughcame third. This fact is borne out byjob advertisements by many of themore progressive organisations whomajor on job enjoyment rather thanpure financial reward within theworkplace. Understanding ourpersonal motives is a crucial elementin our engagement within theworkplace.

Reference: Reade, Q (2003)Graduates put enjoyment at top ofideal job wish list, Personnel Today,7 January, p8

Drives, motives and motivation

Motivation can be explored fromthree distinct but relatedperspectives:

Goals: the main determinants forour behaviour.

Decisions: Why do we pursuecertain goals over others?

Influence: How can others motivateus to work harder?

When understanding our personalgoals, or motives, there is achallenge as to whether they areinnate (we are born with them) oracquired. If they are innate, we callthem Drives and these tend to bebiological determinants ofbehaviour, activated by deprivation(e.g. hunger and thirst).

Motives, on the other hand, tend tobe acquired through experience.They are socially acquired needsactivated by a desire for fulfilment.They may be influenced by culture,family or friends.

Motivation can be regarded as abroad concept which includespreferences for particular outcomes,strength of effort and persistence.

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Defining motivation

Abraham Maslow created his‘content theory of motivation’ in1943. Although it is often cited as acornerstone of motivational theory, itis definitely biased towards white,middle class, American values.Alderfer’s (1972) theory known asERG theory was designed, on theother hand, to link to organisationalsettings. The three elements of it arelisted in the table opposite abovealongside their relative elementsfrom Maslow’s theory.

ERG theory suggests that all threeneed categories can be present atany one time, which runs in contrastwith Maslow’s ‘progressionhypothesis’, in which he suggeststhat we all try to work our way up thehierarchy.

ERG theory and Maslow’s hierarchy of needs

ERG

Existenceneeds

Relatednessneeds

Growthneeds

Maslow

Physiologicaland safetyneeds

Affiliation andesteem needs

Selfactualization andself esteemneeds

Alderfer also added a ‘regressionhypothesis’ that suggests that wedrop to a lower category whenattempts to satisfy a higher categoryare frustrated. Also, Maslow was notinitially concerned with workmotivation whereas Alderfer’s work isdirected at organisational settings.We have based our evaluationprocess on this theory, therefore, toallow more for greater relevance tothe working environment.

References:Alderfer, C (1972) Humans needs inorganisational settings, Free Press,New York.Maslow, A (1943) A theory of humanmotivation, Psychological Review,vol 50, no 4, pgs 370-96.

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We all have certain key factors in ourlives which help motivate and engageus. The ‘motivation in the workplace’evaluation you completed determinedthat your core personal motivators areas follows:

The reason why you were asked tohave a minimum of five coremotivators is because any numberfewer than this would not provide asufficiently detailed overview of yourvalue set. The result would be tooweak and statistically invalid.Likewise, a number of more thaneight would result in a ‘shopping list’of motivators which would be toovague. Therefore, for the purposesof this evaluation a number ofbetween five and eight is used toascertain your true Core Motivators.

Priority Value

1

2

3

4

5

6

7

8

Your Core Motivators, in this instance,are defined as traits or qualities thatare considered worthwhile to pursue inyour working life or aspects thatsignificantly aid motivation in theworkplace or both.

They represent your highest prioritiesand deeply held driving forces.

A more detailed overview is availableon the next three pages.

A summary of your scores

Ethical

Well known organisation

Make decisions

Financial reward

Help others

Organised and structured

Supervise others

Time freedom

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Your least preferred options

Motivational element

In addition to defining your CoreMotivators, this evaluation processalso allowed you to express thosemotivational aspects that did notappeal to you. The ones you choseare reflected within the box opposite.

This information is also worthrecording as it tells you what youdon’t want or need within your workenvironment. Indeed, if they becomeapparent within that environment,you may find them becoming thesource of de-motivation for you.

Again, these factors may changeover time but they are worthcomparing to the factors that domotivate you. Can you spot anytrends or connections between thetwo sets of information?

Trusted

Fast pace

Pressure and deadlines

Being respected

Competitive

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An overview of your scoresYou were asked to score how youfelt your Core Motivators werecurrently being serviced in yourcurrent job role.

The results of your evaluation aredetailed in the table below:

A score of 9 meant that you arefully satisfied with the way that thisaspect of your personal motivationwas being met within your currentjob role.

A score of 0 meant that this needwas not being met at all. Scores inbetween indicate your strength offeeling between these fixed points.

Ethical 8 X8 64

Well knownorganisation

5 X7 35

Makedecisions

7 X6 42

Financialreward

2 X5 10

Help others 9 X4 36

Organisedand structured

6 X3 18

Superviseothers

4 X2 8

Time freedom 3 X1 3

216

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An overview of your scores

The scores listed on the previouspage provide a reflection of theway you assessed how your CoreMotivators were currently beingmet, or not, within your current jobrole. The overall numericalassessment then allows us topredict the impact that this profilewill have on you. This summary isreflected in the upper narrative box(right).

It also allows us to provide somethoughts about consequent actionsyou may take based on this score.This summary is provided in thelower narrative box opposite.Obviously, this advice is difficult toabsolutely personalise as youractions will vary according toindividual circumstance. We dohope, however, the focus of theadvice assists you in making yourown decision about how to use thisinformation.

The total score that you have recorded would suggest that:

Potential action you could take as a result of these results:

Your scores suggest that a few of yourmotivators are being met but you arelikely to be somewhat frustrated in yourjob. There is probably a range of scoreswithin your profile with a low score forsome of your motivators having a directeffect on your workplace motivation. What needs to be changed so that yourjob is more as you want it? Is thatpossible?

Your scores suggest that there be somemotivational issues for you in yourcurrent job role. Some of these may bemore impactful than others. Reflect onyour scores to confirm their accuracy. Ifthey are a true reflection, then your nextstep should be to discuss this outputwith someone who can influence achange in this profile. Your scorescertainly suggest a problematic profilewhereby some form of action is requiredto rectify the situation. If you do notaddress the issues highlighted, there isa likelihood of increased frustration inyour job role over the long term.

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Motivation myths

In most organisations, the topic ofmotivating employees is extremelyimportant to managers andsupervisors. However, it should beimportant to us as individuals too.Despite the importance of the linkbetween motivation and our personalsense of fulfillment within theworkplace, several myths exist aboutmotivation and some of these arelisted below. Before looking at whatyou can do to understand andsupport your personal motivation, itis important to address these mythsin order to disregard them.

Myth #1 – ”Other people can

motivate me"Not really -- you haveto motivate yourself. However, it ispossible for others to set up anenvironment where you can bestmotivate and empower yourself. Thekey is knowing what kind ofenvironment you want and thenfinding a strategy to achieve it.

Myth #2 -- "Money is a good

motivator for everyone"Not really.Certain things like money, a niceoffice and job security can help somepeople from becoming lessmotivated, but they usually don't helppeople to become more motivatedover the long term. Where money isimportant to an individual, there isoften an associated reason for it.

‘We don’t want

satisfaction. We

want creative

dissatisfaction

associated with

excitement about

the job. That’s what

motivation is made

of ’

Daniel Quinn Mills

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Motivation myths

Myth #3 -- "Fear is a great

motivator"Fear is a greatmotivator -- for a very short time.That's why a lot of yelling from theboss won't seem to "light a sparkunder employees" for a very longtime. Over the long term, fearbecomes more of a demotivator andleads directly to stress.

Myth #4 -- "I know what motivatesme, so I know what motivates

other people"Not really. Differentpeople are motivated by differentthings. I may be greatly motivatedby earning time away from my jobto spend more time my family. Youmight be motivated much more byrecognition of a job well done.People are not motivated by thesame things

Myth #5 -- "I can't comprehendpersonal motivation -- it's a

science”Not true. By completingthe evaluation and reading throughthis detailed report, you will trulyunderstand your personalmotivators as they stand at thismoment in time. You then have achoice about what you do with thatinformation and that, sometimes, isthe difficult piece.

Good work if you can get it

In 2002, Asda was rated the bestplace to work in the UK via a SundayTimes survey. This, despite payingit’s front line workers a little over £5per hour which was not much abovethe minimum wage. The motivationto work for this organisation camefrom incentives such as:

A staff discount card where all staffgot a 10% discount off produce soldwithin it’s stores as well as discountsat theme parks, cinemas andholidays.Attractive share plans and pensionschemes (70% of staff participate).Special mortgage deals, personalloans and tax free savings.A Law Club where for 10 pence perweek staff get unlimited legal advice.There is a “So you want to be’scheme that allows scheme to reachhigher levels of pay andresponsibility.There are few status symbols withno business cards, large offices,reserved parking spaces or dresscodes.All benefits and incentives areequally available to all.

From: Andy Westwood, Is new workgood work?, The Work Foundation,London, 2002.

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Motivational top tips

Butler and Waldroop argue that tomotivate people to perform well andto stay with the organisation,managers have to use ‘JobSculpting’. This involves:

•Listening carefully to discover whatreally challenges, excites andmotivates people.•Understanding the individual’sembedded life interests.•Designing both the job and theindividual’s career path to matchthose interests.•Using assignments as opportunitiesto sculpt the job for the person.•Reviewing performance regularly toensure that work and careerinterests are consistent.

However, this places the burden ofresponsibility with the Line Manager.There are other things that anindividual could do which wouldsupport this notion and these arelisted on the next two pages.

Source reference:

Tim Butler and James Waldroop, Jobsculpting: the art of retaining yourbest people’, Harvard BusinessReview, vol 77, no 5, 1999, pgs 144-152

Motivation starts with motivatingyourself

It's amazing how, if you hate yourjob, it seems like everyone else doestoo. If you are highly stressed, itseems that everyone else is too.Enthusiasm is contagious. If you'reenthusiastic about your job, it's mucheasier for others to be too. Also, ifyou're doing a good job of takingcare of yourself and your own job,you'll have a much clearerperspective on how others are doingin theirs.

A great place to start learning aboutmotivation is to start understandingyour own motivations. So whatmotivates you?. How is your jobconfigured to support your ownmotivations? What can you do tobetter motivate yourself?

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Motivational top tips

Always work to align yourpersonal goals with those goals ofthe organisation

As mentioned above, we can all becompletely fired up about our workand be working very hard. However,if the results of our work don'tcontribute to the goals of theorganisation, then the organisation isnot any better off than if you weredoing nothing-- maybe worse off!Therefore, it is critical that we areaware of what our personal goalsand motivators are and seek to arealign them with the goals of theorganisation.

Key to getting support with whatmotivates us is getting managerialsupport

Each person is motivated by differentthings. Whatever steps managerstake to support the motivation of theiremployees, they should first includefinding out what it is that reallymotivates each of them. Bycompleting this evaluation, you nowhave this information. Inform yourmanagers about the results anddiscuss with them the implications.

Recognise that supporting yourmotivation is a process, not a task

Organisations change all the time, asdo people. Indeed, it is an ongoingprocess to sustain an environmentwhere each employee can stronglymotivate themselves. If you look atsustaining your personal motivationas an ongoing process, then you'll bemuch more fulfilled and motivatedyourself. Periodically repeat yourassessment of your motivators andgauge how they are being fulfilled atwork. What has changed, if anything,since the last time? What are theimplications of the results?

Use organisational systems (e.g.policies and procedures) to helpmotivate yourself

Use the systems available in theworkplace to help motivate yourself.For example, link your own personalgoals to your employee performancesystems to support increasing yourmotivation. This formalizes theprocess and links what you want toyour personal development.

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Key:

Job evaluation score of 7-9 – Strong Motivation

Job evaluation score of 4-6 – Moderate or Inconsistent Motivation

Job evaluation score of 0-3 – Little Motivation

A more detailed analysis

The evaluation you completed providesyou with a detailed sense of what youwant from the workplace; what trulymotivates you at this moment in time.

Having provided you with an overview ofthis output, the next few pages reviewyour scores in more detail. In particular,we will analyse which of your coremotivators are being fully met at work,which are inconsistent and which are notbeing met. Based on this analysis, advicewill then be provided about how you mightaddress any issues which arise from thisoutput.

The score system used is shown in thetable below:

The next three pages review youroutput using this framework. Itprovides a summary of what thosescores potentially mean and thepossible implications for you.

Then, a summary of these scores ismade with advice about what youmight do in respect of that output.This advice is not exhaustive,however, and should be used withthe information provided on pagenine of this report.

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The motivators you chose arereflected in the diagram above sothat you can instantly see how theyscore in terms of your currentwork environment.

A further analysis of these scoresis then made on the next twopages to allow you to reflect evenfurther about their impact on you.

Eth

ical

Well known organisationMake decisions

Financial reward

Hel

p ot

hers

Organised and structuredSupervise others

Time freedom

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Priority Motivator Your score

Narrative

1

2

3

4


Ethical

8

You like to work in an environment that is

ethically robust. Your scores suggest that

you think your current job allows you to do

this and so this will help motivate and

engage you.

Well known

organisation

5

You like being part of an organisation that

you feel is well-known. Your score suggests

that your current organisation does not fully

fulfil this aim and this may affect your

motivation at work.

Make decisions

7

You want to be involved with making

decisions about how things should be done,

who should do it and when it should be done

by. Your current job allows you to do this at a

level that is satisfactory for you.

Financial reward

2

You want to earn a large amount of money

through the job you do. This amount will vary

according to personal circumstances. It

would appear that you current job does not

meet your personal needs.

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Priority Motivator Your score

Narrative

5

6

7

8


Help others

9

You want to help people either individually or

in groups, as part of your work. Your score

suggests that you are able to do this within

your current job role .

Organised and

structured

6

You like to work in an organised and well

structured environment. It would appear that

your own personal needs are not being met

by the style of the organisation and this may

cause discontent.

Supervise others

4

You enjoy being responsible for work done

by others. Your score suggests that your job

role does not fully allow this need to be met

in a way that really motivates and engages

you.

Time freedom

3

You prefer to be able to choose your own

times for doing things, not having rigid

working hours. This is currently not being

catered for within your job role and this is

definitely a de-motivator for you.

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Number of scores between of 7-9 – Strong Motivation

What does this mean to me?

These aspects of your personal motivation are being met within your currentjob. However, there still may be room for even greater improvement here.How might you do this? Who’s support do you need?

A further breakdown of your scoresfor your personal motivators ismade on the next two pages.Within this, we further reflect onwhat motivators scored at high,medium and low level. The difficultpiece is knowing exactly what to dowith these scores. Who do youneed to inform about them andwhy? Do Line Managers need toknow? Can the motivator befulfilled at work or does it need youto do something outside of work tofulfil this need? This evaluationhighlights your current reality. Afterthat, you have an absolute choicehow you use that information.

37%

Quite a few aspects of your motivational profile are being met but there aresome that will need review and action by yourself.

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Number of scores between of 4-6 – Inconsistent or moderate Motivation


These aspects of your personal motivation are inconsistent at the momentin how they are being met. What can be done to make them moreconsistent and increase your motivation here?

Number of scores between of 0-3 – Weak Motivation


This aspect is not being met right now. This will result in a sense of de-motivation and possible disengagement. How can you resolve this issue?

37%

Quite a few aspects of your motivational profile are within this range whichmeans that they will need review and action by yourself.

25%

Some aspects of your profile are in the low category and these will need someform of immediate review. Your other motivators can wait for your attention;these ones need your review now.

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Where is your focus?

We all have a focus to ourmotivators. These tend to fall intoone of the four categories shown onthe diagram on the following page.The evaluation you have completedallows us to analyse your outputand then provide you with moredetailed feedback about what thismeans for you.

Your output could centre on just oneof these categories or couldcombine any number of them. Byunderstanding the focus of ourmotivators we also understand alittle more about what really drivesus as individuals. It allows us tocomplete the jigsaw puzzle of whatreally motivates us.

Cultural influence onmotivation

From his research, Nevis suggeststhat Scandanavian countries(Sweden, Norway, Finland andDenmark) place a high value onquality of life and social needs. Incomparison, the Anglo-Americancultures place a high value onproductivity, efficiency andindividual development. TheChinese culture values collectivismand community activity higher thanindividualism.

This links to the notion that ourmotivation may, in part of in whole,be culture bound.

Reference:

Nevis, E, ‘Using an Americanperspective in understandinganother culture’ , Journal of AppliedBehavioural Science, vol 19, no 3,1983, pgs 249-64.

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Individual focus

Collective focus

Co

nfo

rmin

g Fre

edo

mWhere is your focus?

The next four pages review the core motivators you selected and links them tothese distinct areas of focus.

Personal motivators

‘We will

do what

the rules

tell us to’

‘We will

do what

we want

to’

‘I will do

what the

rules tell

me to’

‘I will do

what I

want to’

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A summary of your focusThe distribution of your coremotivators are positioned on thediagram below.

Individual focus

Collective focus

Co

nfo

rmin

g Fre

edom

‘We will

do what

the rules

tell us to’

‘We will

do what

we want

to’

‘I will do

what the

rules tell

me to’

‘I will do

what I

want to’

This allows you to review thesemotivators from a more conceptualperspective and review the trends.

Pages 23 - 26 provide moreinformation about these four differentaspects of motivational focus andlinks your core motivators to them.

This deeper analysis will assist you indeciding what really drives you andmotivates you at work and assessingthe impact of this knowledge in yourcurrent job.

Help othersEthical

Tim

e freedomO

rgan

ised

and

str

uctu

red

Wel

l kno

wn

orga

nisa

tion

Sup

ervi

se o

ther

sF

inan

cial

rew

ard

Make decisions

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Collective focus

Your motivators that link to a collective focus

An interpretation of your results

Your overall score here is:

This is where the motivatorswhich drive the person arefocussed on the group ratherthan the individual. This couldbe a focus on the needs offamily, friends or work-matesover the needs of theindividual person. Here, themain words the person woulduse would be ‘we’ or ‘us’rather than ‘I’ or ‘me’. Thus,people with this focus will putthe group first and will want tooperate with a community feelto their lives.

Ethical

Help others

2

This is a low score. You will therefore have

other motivational aspects that will combine with

this.

A degree of collectivism will be important to you

in terms of motivation but your profile will also

link to at least one other motivational category.

This combination will present a more complete

picture of your motivational needs.

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Individual focus

Your motivators that link to a individual focus

This presents a motivationalfocus purely on the self. Atan extreme, people will wantto promote what they wantrather than the needs of thecollective. People’smotivation within this aspectis focused on achievingpersonal goals. They willwant to take personalresponsibility for their actionsand decisions and have asense of autonomy in theirlives.



Make decisions 1



this.

Individual aspects will be important to you in

terms of motivation but your profile will also link

to at least one other motivational category. This

combination will present a more complete


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Freedom focus

Your motivators that link to a focus towards freedom

A focus on these motivators willresult in the individual pursuing apath of empowerment andpersonal autonomy. They will notbe bound by rules and regulationsand will want to be unconstrainedin their actions. They will want todevelop their own rules to allowthem to achieve their best. Theysee the setting of such rules as apersonal responsibility and do notrelate to those externally imposed.



Time freedom 1



this.

A sense of freedom will be important to you in

terms of motivation but your profile will also link

to at least one other motivational category. This

combination will present a more complete


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Conforming focus

Your motivators that link to a conforming focus



This is where the motivation of anindividual is focused on workingto an agreed set of principles orrules. They see comfort instructure and will want to makesure that what they do has adegree of predictability about it.This security allows them toachieve of their best. They willtend to behave in line with therules and expect others to do soas well. This will allow stability tobe at the core of their world.


Financial reward


Supervise others

4

This is a moderate score. It suggests that this

aspect of your motivational profile will be

reinforced by one or more other aspects.

It means that degree of conformity will be fairly

important to you in terms of motivation but will

not be a major factor by itself.

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In their book, The LeadershipChallenge, authors James Kouzesand Barry Posner investigated therelationship between clarity aboutpersonal motivators andorganisational values and the impactthat this knowledge had on people’scommitment to the organisation.

The diagram above summarisesKouzes and Posner’s research. Thevertical axis indicates the extent towhich people report being clearabout the organisations’ values.

High

HighLow Peoples’ clarity about their personal motivators

People

s’ cla

rity

about

the

org

anis

ations’

valu

es

0%Impact on

commitment

-0.5%Impact on

commitment

19%Impact on

commitment

17%Impact on

commitment

The impact of knowledge on commitment

Values, motivation and commitment

The horizontal axis indicates theextent to which people report beingclear about their personal motivators.A review of the relevance of thisresearch is available on the nextpage.

The results of this researchchallenges the popular processmany organisations adopt whenworking with their values and clearlyindicates the difference knowledgeabout personal motivators makes topeoples’ levels of commitment.

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It can be seen, rather unsurprisingly,that the highest level of commitment(19%) comes from people who havethe greatest clarity about both theirpersonal motivators and theorganisations’ values. However,perhaps what is surprising for manyorganisations is that the lowest level ofcommitment (0.5%) is associated withindividuals who have a high degree ofclarity about the organisations’ valuesbut little clarity of their own motivators.

Some internal workshops designed topromote organisational values do sowith a pure focus on those values inisolation; they tend to ignore theclarification of personal motivatorsand therefore do not connect these tothe organisational values. Thus,commitment in these instances ispotentially negative as individuals donot understand the connectionbetween the organisations values andthemselves and subsequently tend toignore the organisations values in theworkplace.

Reference:Kouzes, J and Posner, B (2003) Theleadership challenge, Fourth Edition,Jossey-Bass, San Francisco.

This paradox is normally caused bythe fact that when people are awareof their own motivators andexperience their work place as beingaligned with these, they have a highlevel of commitment to their workbecause they have found their workto be meaningful.

However, many organisations ignorethis connection and have valueswhich are meaningless to theiremployees.

Values, motivation and commitment

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Comparative data

Age 19-33

United Kingdom

Catering/Hospitality

Middle management

% of people chosing this motivator

Ethical

Your motivator: 1st

Age 19-33

United Kingdom


Middle management



Your motivator: 2nd

Age 19-33

United Kingdom


Middle management


Make decisions

Your motivator: 3rd

Age 19-33

United Kingdom


Middle management


Financial reward

Your motivator: 4th

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Comparative data

Age 19-33

United Kingdom


Middle management


Help others

Your motivator: 5th

Age 19-33

United Kingdom


Middle management



Your motivator: 6th

Age 19-33

United Kingdom


Middle management


Supervise others

Your motivator: 7th

Age 19-33

United Kingdom


Middle management


Time freedom

Your motivator: 8th

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Comparative data

Collective motivators Conforming motivators

Individual focus motivators Freedom motivators

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Comparative data

Most popular motivators for:

Age: 19-33Known as an expert


Working with others

Learning

Help others

Creative

Being respected

Challenge

Country: United KingdomHelp others

Creative


Working with others

Known as an expert

Being respected

Learning

Recognition

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Comparative data

Most popular motivators for:

Industry: Catering/Hospitality

Ethical

Help others


Make decisions

Supervise others

Financial reward

Learning

Variety

Level: Middle managementOrganised and structured

Ethical

Fast pace

Being respected

Make decisions

Challenge

Geographically right

Security

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Summary

This booklet has provided you with theboth the output from your ‘motivation inthe workplace’ evaluation and aninterpretation of these results. It alsohas provided you, hopefully, with foodfor thought about the connectionbetween what motivates you and yourworkplace.

Other reading:Kouzes, J and Posner, B (2003) Theleadership challenge, Fourth Edition,Jossey-Bass, San Francisco.

Seymour, J and O’Connor, J(1994)Introducing NLP, Thorsons Press.

Porras, J, Emery. S and Thompson, M(2007) Success built to last, WhartonSchool Publishing.

Barrett, R (1998) Liberating thecorporate soul, ButterworthHeinemann

Finally, this knowledge may also helpyou in your daily life away from workas well. We hope you enjoyed thisprocess of learning and wish youevery success in applying thisknowledge in your future lives.

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35Sensory Preference Evaluation | Feedback Report for

EvaluationStore.Com was formed to provide a service of high quality evaluationprocesses that were astoundingly good value for money and that addedimmediate value in terms of information.The core principles within every diagnostic offered are:

• Excellent value for money.• Easy to use.• High quality.• Instantly usable.• Consistent in approach.• Reliable and valid.

Organisational evaluations such asstrategy and culture can be completed

Team evaluations can be set to combinethe opinions of all team members and theresults can be obtained with a simple click

Individual evaluations: from yourlearning, to your deep set values, to thebehaviours and interactions you have withother people - all can give ideas toincrease your personal effectiveness

Are you set up for success?

Evaluate your organisation

How effective is your team?

Evaluate your team

Are you achieving your potential?

Evaluate yourself or others

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Motivation in

the workplace

evaluation

Feedback Report for

“The key to motivation is

motive

Roger Merrill

‘‘

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motivation in the workplace evaluation...job advertisements by many of the more progressive...

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