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Modern methods for diagnosing work motivation. Test questionnaire: Motivation and stimulation of personnel. Questionnaire to determine the type of work motivation of an employee. Processing of results and conclusions

To effectively manage staff motivation, it must be researched and assessed. At the same time, measuring motivation is a complex methodological problem. The article discusses the methods of its research, and also proposes the author’s model for studying motivation, which identifies three levels of its manifestation. The parameters are both employee assessments and specific measurable results related to work behavior and labor efficiency.

The results achieved by people in the process of work depend not only on the knowledge, skills and abilities of these people; effective activity is possible only if workers have appropriate motivation, i.e., a desire to work.

An organized and controlled process of motivating an employee to work determines his work behavior, and the productive use of human resources largely determines the company’s competitive advantages.

The issues of forming motivation to work are dealt with by specialists in the field of economics, sociology, psychology, etc., as evidenced, first of all, by the emergence of many theories. However, the joint efforts of researchers bring to mind the parable of the three blind men who could not come to a common opinion about what kind of animal was in front of them. At the same time, they completely correctly described the elephant, feeling its different parts.

At the same time, each of the approaches assumes that in order to manage motivation, it must be examined and assessed. Despite theoretical research, measuring motivation is a complex methodological problem. Practitioners are forced to admit that they are measuring the “immeasurable.” . In the personality structure, theorists have identified stable “generalized motives”; it is these variables that, as tendencies, are diagnosed and taken into account when developing motivational measures. In reality, there are no motives. “Firstly, motives are not directly observable and in this sense they cannot be presented as facts of reality. Secondly, they are not facts in the sense of real objects accessible to our direct observation. They are conditional, facilitating understanding, auxiliary constructs of our thinking, or, in the language of empiricism, hypothetical constructs.”

Motivation is the main link in the motivational sphere of the individual. All definitions of motivation can be attributed to two directions. The first considers motivation from a structural perspective, as a set of factors or motives. For example, according to the scheme of V.D. Shadrikov (1982), motivation is determined by the needs and goals of the individual, the level of aspirations and ideals, conditions of activity (both objective, external and subjective, internal - knowledge, skills, abilities, character) and worldview, beliefs and orientation of the individual, etc. Taking these factors into account, a decision is made and an intention is formed. The second direction considers motivation not as a static, but as a dynamic formation, as a process, a mechanism. V. A. Ivannikov believes that the process of motivation begins with the actualization of the motive. This interpretation of motivation is due to the fact that a motive is understood as an object of satisfying a need, i.e. a motive is given to a person as if ready. It does not need to be formed, but simply updated (to evoke its image in a person’s mind).

The motivational process begins with a physiological or psychological need that activates behavior or creates an impulse (motive) aimed at achieving a specific goal or reward (unsatisfied need). All this comes down to a more concise definition: need is an internal stimulator of activity.

Motives are actually formed based on needs. Since needs have a complex structure, are diverse and vary in degree of expression, the motives that are formed on their basis are also complex in structure. Any action is based on not one, but several motives. Therefore, behavior itself is sometimes called multimotivated.

Needs give rise to desires, aspirations, emotions, feelings, and encourage the subject to activity. There are several classifications of needs for different reasons. It was proposed to divide needs into material (for food, clothing, procreation, etc.) and spiritual (for music, friendship, work, reading books, etc.). The structure of the motivation mechanism is shown in Figure 1.

A. Maslow developed the concept of a hierarchy of motives, in which all needs are divided into 5 classes (5 hierarchical levels). V. McDuggal proposed increasing the set of needs to 18, and the Polish psychologist K. Obukhovsky - to 120. Some psychologists reduce all needs to 7 main types: 1) physiological (nutrition, sleep, breathing, etc.), 2) procreation (birth, upbringing, protection), 3) obtaining a livelihood (housing, food, clothing), 4) spiritual needs (requests), 5) communication (responsibilities, rights, sympathies, etc.), 6) self-expression (in religion, sports, art, science, etc.), 7) self-affirmation (respect, vocation, power, etc.).

Motives considered as dispositions can be divided into types, the names of which are similar to the names of needs: organic, material, social and spiritual (Figure 2).

In a situational disposition, incentives act as external motivators. In management activities, this is the area of motivation and stimulation. In the process of motivation, performers develop internal, psychological motivations for work: interest in work, satisfaction with it. Interest in work is achieved by a number of administrative measures (monetary compensation, various benefit systems, bonuses).

Job satisfaction can be ensured only on the basis of achieved labor results. This means that the manager’s efforts to create job satisfaction among employees should be aimed not at instilling this personality trait in them, but at creating conditions for employees to achieve efficiency and high performance results.

When building a system of motivation for employees, an enterprise identifies motivational factors that can be self-generated (internal) and created by management (external). At the strategic level, taking these factors into account, it is possible to distinguish three types of motivational personnel management policies:

1) the predominance of external (stimulating) influences on personnel. In this case, the management of the enterprise focuses on the use of various incentives (material and moral encouragement) to increase the interest of the organization's employees in the final results of their work (establishing a relationship between work results with increased wages, bonuses, bonuses, promotions, praise (social psychological encouragement of employees);

2) the predominance of internal (motivational) influences on personnel. In this case, the management of the enterprise focuses on the use of various management motives (responsibility, freedom of action, the opportunity to use and develop the necessary skills and abilities, personal development, interesting work). In practice, this approach often prevails in emerging (forming) organizations due to their lack of a material base as a basis for incentives;

3) a harmonious combination of a complex of stimulating influences and motivational personnel management (with basic internal (motivational)). This approach can be considered the most optimal, removing the extremes of the first two approaches. As a rule, such a motivational policy is implemented by organizations that are developed in all respects, in which a value-based corporate culture has already been formed, and this culture is supported by an effective mechanism for distributing material incentives to the organization’s employees;

When developing and building a balanced motivational program for an organization, it is extremely important to take into account the stage of the organization’s life cycle (formation, functioning, development) and the typology of motivational orientation of employees (needs, motives, expectation systems, value systems, external conditions and incentives, etc.).

Main focuses of motivation:

– with individual-subjective orientation of employees - stability of material incentives; prospects for increasing wages and social status;

– with subjective orientation of employees - guaranteed stability; organizational support; setting specific tasks; approval of positive results in the presence of the team; openness of communication and trust;

– with personal orientation of employees - stimulation of creative activity; delegation of responsibility when solving problems; support for initiatives; assignment of a new unknown front of work; showing confidence in professionalism; collegial decision making; support in communicating effective ideas and ways to implement them to the team.

We can identify general strategic guidelines in building a motivational program at various stages of an organization’s existence:

1) at the stage of formation of an organization, the following strategic motivational guidelines are inherent:

– leadership qualities, personal example and “infecting” employees with optimism and team spirit;

– leader’s activity in resolving conflicts and contradictions in the team;

– encouraging an active personal position of the organization’s employees;

– construction and broadcast by the leader of the picture of the organization’s “Development Prospects”;

– moral (if possible, material) incentives for efficiency, etc.;

– distribution of tasks and functions, taking into account people’s predispositions (give employees work that is interesting to them).

2) at the stage of functioning, the following motivational guidelines can be distinguished:

– stimulating clear compliance with one’s functional tasks and norms of positional interaction (for subjective orientation);

– stable material incentives and salary increases in accordance with work results and skill level (for all employees, especially for individual-subject orientation);

– encouraging the improvement of employee skills (an incentive for an individual focus is an increase in wages, for an individual - an increase in professionalism, for a personal focus - the opportunity for self-development and a greater contribution to the organization’s activities);

– providing initiative in improving ways to solve complex problems (for the subject) and problems (for personal orientation);

– introduction of a system of incentives that allows employees to “manage” their wages while increasing the volume and quality of their work and receive more (for an individual focus).

3) at the stage of development of the organization, a significant motivational guideline is:

– moral and material incentives for employees to search for new, promising, original ideas to improve their activities and the organization as a whole (mainly for personal purposes);

– creation of a reward system for informal leaders who have realized the need for organizational changes and explain this need to others (mainly for personal orientation);

– explanatory work among staff aimed at confirming the stability of the organization’s activities (for a subjective focus).

In organizations, there should be a direct relationship between employee satisfaction and the system for achieving agreement on goals. The more consistent this relationship is, the more positive the dynamics of employee satisfaction. Recognition of individual results is reflected in the employee’s remuneration depending on the level of his responsibility through the level of achievement of goals.

Improving the motivation system is one of the most important areas of personnel work. If we take into account the ratio of costs to results obtained, the return on investment in projects to improve motivation is one of the highest.

Studying motivation helps you save significant money. Thus, young and ambitious specialists are often willing to work for a small salary just to gain the necessary experience, and changing the material incentive system for sales department employees makes it possible to make a noticeable profit.

Despite all the advantages of studying staff motivation, in Russia only foreign companies do this on a regular basis. True, recently large Russian organizations have joined them, adopting the Western style of work.

A manager for whom career growth and salary are important is usually confident that these factors are also an incentive for his subordinates. In addition, often the employee himself cannot accurately answer the question of what exactly motivates him. Therefore, it is better for management to trust not their own intuition, but rather the developed and practice-tested methods. They allow you to understand what employees really expect from the organization.

Methods for studying motivation have been used in the West for decades. According to experts, with the advent of the computer and the Internet, the cost of their development has decreased, and it has become easy and fast. However, fundamentally new technologies have not appeared for a long time.

Let's consider methods for studying motivation that are offered to managers to analyze these stable personality attributes, “generalized motives”:

Polls— used to assess the degree of staff satisfaction. Survey forms can be different: interviews, questionnaires. As a rule, the subject is asked to select (and evaluate) from the proposed list of motives, interests, needs those that most accurately describe him, relatively direct questions are asked about how much the employee likes the work itself, its conditions, relationships in the team, leadership style, etc. .P.

A diagnostic interview requires a significant investment of time and effort, therefore it is used to assess the level of motivation of managers. In addition, based on the opinion of department heads, it is possible to create a generalized description of the situation by department, assessing the overall level of employee motivation.

Despite the obvious accessibility of this method, it has disadvantages: not all motives are conscious, since understanding complex deep motivational formations requires developed reflection; answers are often insincere due to the factor of “social desirability” (the desire to look the best, to meet certain social “norms” and “standards”). However, surveys allow you to quickly collect mass material, find out how a person perceives his actions and actions, what he declares to the “world.”

Psychological tests. The test questionnaire contains a series of questions, the answers to which are used to judge the psychological qualities of the subject. A test task is a special kind of test, based on the results of which the presence or absence and degree of development of characterological traits (personality properties) are determined, for example, orientation towards achieving success.

With the help of standardized tests, quantitative assessments are obtained, which can be used to compare the severity of an individual’s psychological properties with their expression in popularization.

The disadvantage of standardized tests is the certain possibility of the test subject influencing the test results in accordance with the approved characterological personality traits. These possibilities increase if the test takers know the content of the test, or the criteria for assessing the behavior and personality traits being studied.

Projective techniques. The main emphasis is on diagnosing the employee’s hidden motivation, which is hidden, including for the employee himself. Often, projective methods include combinations of all kinds of methods - cases (situations), specific tasks, interviews, including questions that at first glance have nothing to do with the respondent (for example, “Why, in your opinion, do people work well in one company, but not so much in another? are they trying?”). It is assumed that the subject identifies key indicators for him.

Information obtained using such methods is less structured and standardized, and is more difficult to process. These methods require skilled interpretation of the collected data.

Knowledge of the motivational components allows the manager to draw up a “motivational map” for the employee. Information about the identified driving motives and needs of an employee is used when developing a set of measures to motivate employees.

However, often, motivational programs in organizations lead to only short-term changes and have almost no impact on production and financial performance. The reason is that “generalized motives” are subject to diagnosis - dynamic formations that are actualized under the influence of situational determinants, and “situational determinants” can potentially be a huge number of variables in a real situation, so it is impossible to take into account and measure them all.”

Managers, focusing on employees’ subjective assessment of their motives and “generalized motives” (without taking into account “situational determinants”), use a set of incentives that, despite their attractiveness, have virtually no effect on business success.

The activities in question are often carried out as part of the development of a remuneration system, or to satisfy identified motivational factors. Some of these programs are focused on analyzing what has been achieved: comparing employee satisfaction before and after the implementation of a motivational project.

Managers welcome such initiatives in their companies, believing that their “correct” implementation will certainly allow them to achieve efficiency. All these programs are based on a fundamentally erroneous logic based on managers’ belief that if you compare the subjective assessment of employees before and after the introduction of a motivational program, then in the event of positive changes you can be sure that sales will increase and product quality will improve.

Consultants and HR specialists actively support the myth that in this case there is no need to worry about the growth of indicators, since the results are optimized “by themselves.” As a result, top managers are confident that after some time these programs will pay off and that they made the right choice.

However, since there is no clear connection between subjective assessments employees and work efficiency – improvements rarely occur.

In addition, statements about changes in the level of motivation based only on self-assessment of employees are not substantiated. To obtain an adequate picture, it is necessary to take into account the labor behavior in which it is reflected. Note that in the domestic and foreign literature there is numerous scientific data stating the fact of the significant influence of motivation on the success and efficiency of performing a specific activity, therefore, it is important to take into account the results for the company, for which, in fact, incentive measures were initiated.

In large companies with tens of thousands of employees, a series of focus groups are conducted in addition to surveys. To do this, groups are formed of several people representing different levels of management of the organization (top management, management, ordinary employees, etc.) and different professional interests. They are asked the same topics for discussion as in the questionnaires. When used skillfully, this method allows you to clarify all the subtleties of staff motivation.

Another method, a diagnostic interview, requires a significant investment of time and effort, and is therefore used to assess the level of motivation of managers. Also in this case, assessment centers are used.

To assess the overall level of motivation of employees, it is not necessary to talk with each of them. You can select experts, for example, heads of departments, who are able to draw up a generalized description of the situation for their departments. Also, to study motivation, you can resort to organizational diagnostics, when conclusions about the degree of staff interest are made based on such indicators as staff turnover, average length of service in the company, attendance at corporate events, tardiness, etc.

There are psychological tests that allow you to study the basic needs of a person. – All employees can be divided into “professionals”, “neutrals” and “organizationists”. Each group requires a special approach. Thus, delegation of authority is important for “professionals”. “Organizationists” should be given the opportunity to preserve the traditions of the company, feel like old-timers and mentors, and take an active part in public events. “Neutrals” especially value the comfort of work. For them, a motivating factor may be, for example, the possibility of an after-hours day off or the timely end of a work shift.

Currently, many experts prefer innovative projective techniques, which are implemented through interviews with employees at all levels.

Projective techniques have proven themselves to be the most effective tool for obtaining reliable results, competent systematization and adaptation of changes in the company. High reliability is achieved through a combination of various interview methods - case situations, specific tasks and questions that at first glance are not related to the respondent (for example, “Why, in your opinion, do people work well in one company, but not in another? are they trying too hard?"). A person involuntarily gives answers with key indicators for him, so “fake” is practically excluded. In addition, such techniques are simple from the point of view of development and application; even the head of a department can use them.

The use of methods often depends on the goals set by management, and is largely determined in practice by the price-quality ratio.

If we want to develop motivation for top managers, then it is better not to rely only on a questionnaire or survey, but to conduct a diagnostic interview or an individual assessment that allows us to understand what motivates these people. If we are talking about broader layers of workers, then surveys or focus groups, which provide less accurate information, but in a shorter period of time, will be more effective.

After conducting a survey and obtaining a more or less reliable picture of staff satisfaction, it is necessary to correctly analyze the data obtained. This requires knowledge of survey results from other companies.

A person is always characterized by a certain dissatisfaction, and this is manifested in the survey results, so some general universal psychological characteristics should be taken into account. For example, questions about satisfaction with pay levels always have lower ratings than other items. There are statistics according to which, even in well-known Western companies, almost half of the employees are not sufficiently satisfied with this indicator, although their remuneration system is well balanced. If you don’t know these statistics, then, based on the survey results, you can start changing something in the payment system, while this is simply a reflection of the general trend. But if the difference in this indicator compared to other companies is significant, then it’s worth thinking about.

At the same time, the data obtained cannot be interpreted literally. Surveys are more helpful in assessing employee satisfaction, and research shows that there is no clear linear relationship between employee satisfaction and productivity. That is, questioning makes it possible to solve the problem of retaining an employee, but not increasing his ability to work. Experts recognize that training programs that contain information on methods of assessing and motivating personnel are in greatest demand today. This suggests that HR managers want to be more competent in these issues and independently use existing techniques. The main thing is that the use of these methods is competent and timely.

2 Practical part

Develop a program and tools, conduct research and formalize the findings on this topic.

Expert assessment method

In the course of the development of social production, not only the complexity of management increases, but also the requirements for the quality and efficiency of decisions made. In order to increase the validity of decisions and take into account numerous factors, a comprehensive analysis is required, based both on calculations and on reasoned judgments of specialists familiar with the state of affairs and development prospects in various areas of practical activity.

A significant increase in the level of management efficiency is the use of mathematical methods and models when preparing decisions. However, complete mathematical formalization of technical, economic and social problems is often impracticable due to their qualitative novelty and complexity. In this regard, expert methods are increasingly used.

The use of mathematical programming and computer technology allows decisions to be made based on more complete and reliable information. However, choosing a rational (optimal) solution requires more than a good mathematical model.

Modern economic facilities are developing rapidly. Planning and management of such objects are always carried out in conditions of insufficient information about the future. In addition to the impacts provided for by the plan, various random factors influence economic objects. As a result, the economic patterns of development of such objects are mainly random, stochastic in nature.

When making decisions, we typically assume that the information used to support them is accurate and reliable. However, for many economic, scientific and technical problems that are qualitatively new and non-repetitive in nature, this is far from the case.

Main “information” difficulties:

Firstly, the initial statistical information is often not reliable enough. However, even if reliable data about the past is available, it cannot always serve as a reliable basis for making decisions aimed at the future, since existing conditions and circumstances may subsequently change.

Secondly, some of the information is qualitative in nature and cannot be quantified. Thus, it is impossible to accurately calculate the degree of influence of social and political factors on the implementation of plans, or to develop formulas for assessing the behavior of people in production teams. But, since all these factors and phenomena have a significant impact on the results of decisions, they cannot be ignored.

Thirdly, in the practice of preparing decisions, situations often arise when, in principle, it is possible to obtain the necessary information, but at the time of making a decision it is not available, since this is associated with a large investment of time or money.

Fourthly, there is a large group of factors that may affect the implementation of the decision in the future; but they cannot be predicted accurately.

Fifthly, one of the most significant difficulties in choosing solutions is that any scientific or technical idea contains the potential for various schemes for its implementation, and any economic action can lead to multiple outcomes. The problem of choosing the best solution may also arise because there are usually resource limitations, and therefore, the adoption of one option is always associated with the rejection of other (often quite effective) solutions.

And finally, when choosing the best solution, we are often faced with the ambiguity of a generalized criterion, on the basis of which we can compare possible outcomes. The polysemy, multidimensionality, and qualitative differences of indicators are a serious obstacle to obtaining a generalized assessment of the relative effectiveness, importance, value, or usefulness of each of the possible solutions.

In this regard, one of the main features of solving complex scientific, technical and economic-social problems is that the use of calculations here is always intertwined with the use of judgments of managers, scientists, and specialists. These judgments make it possible to at least partially compensate for the lack of information, make fuller use of individual and collective experience, and take into account specialists’ assumptions about the future states of objects.

The pattern of development of science and technology is that new knowledge and scientific and technical information accumulate over a long period of time. Often in a hidden form, “latently”, in the minds of scientists and developers. They, like no one else, are able to assess the prospects of the field in which they work and foresee the characteristics of those systems in the creation of which they are directly involved.

It is clear that the more streamlined and formalized the procedure for using expert judgments is, the more reliable the information obtained is.

Thus, the approach to making decisions depends both on the amount of available information and on the extent to which all available information is formalized.

The impossibility of complete formalization does not exclude, however, the possibility and necessity of using mathematical and statistical apparatus and logical analysis of the processes of making rational decisions.

When solving many control problems, the simplicity of the mathematical apparatus is often more important than the expected accuracy of the results. Since the structure and process of solving such problems in many cases cannot be determined reliably, the accuracy of the solution results cannot be greater than that contained in the problem itself, and therefore, the use of a more complex mathematical apparatus does not guarantee a more accurate result.

Rational use of information received from experts is possible provided that it is converted into a form convenient for further analysis aimed at preparing and making decisions.

The possibilities of formalizing information depend on the specific features of the object under study, the reliability and completeness of the available data, and the level of decision-making.

When the objects under study can be arranged in a certain sequence as a result of comparison, taking into account any significant factor (factors), ordinal scales are used to establish the equivalence or dominance of objects.

The use of ordinal scales allows us to distinguish between objects in cases where the factor (criterion) is not given explicitly, that is, when we do not know the sign of comparison, but can partially or completely order the objects on. based on the system of preferences possessed by the expert(s).

When solving many practical problems, it often turns out that the factors that determine the final results cannot be directly measured. The arrangement of these factors in ascending (or descending) order of any inherent property is called ranking. Ranking allows you to select the most significant of them from the studied set of factors.

It happens that phenomena have a different nature and, as a result, are incommensurable, that is, they do not have a common standard of comparison. And in these cases, establishing relative importance with the help of experts makes it easier to choose the most preferable solution.

The accuracy and reliability of the ranking procedure largely depends on the number of objects. In principle, the fewer such objects, the higher their “discernibility” from the point of view of an expert, and therefore, the more reliably the rank of an object can be established. In any case, the number of ranked objects P should not be more than 20, and this procedure is most reliable when P< 10.

Research program and description

Number of problem areas (yi) – 6;

Number of experts (k) – 19.

Number of factors influencing the problem area (n) – 6.

The main task. Analyze the state of a (given) problem in an enterprise, industry, etc.

Diagnostic area - features of motivation for the work of personnel in modern conditions

Diagnosis of the problem consists in assigning the real state of the system, described by the vector of values of characteristic variables Y = (y 1 y 2, y 3 ... y m) to one of the known classes of states S m using a certain rule R.

1. The state space of the problem in which the diagnostics will be carried out is introduced:

S+ is a developing system expanding the field of its activities;

S 0 - stable state;

S- is a state in which the system is at the stage of decay.

For our task, with m = 6, the diagnostic areas of the problem “Features of motivation for the work activity of personnel in modern conditions” may look like this

Table 1a Diagnostic areas “Features of motivation for the work activity of personnel in modern conditions”

	Regions	Designation
	Labor productivity	at 1
	Psychological comfort	at 2
	Material satisfaction	at 3
	Working conditions	at 4
	Fluidity	at 5
	Creative level	at 6

Thus, through the introduced set of states, the real state of the system can be determined.

2. The state of the system is assessed using the method of expert assessments. The number of experts (k) is 19. Highly qualified employees of the enterprise with at least 5 years of work experience can act as experts. For educational purposes, students who understand the problem can be recruited as experts.

Expert opinion (assessment of the state of the system) is realized by ranking elements on an m-point scale. The results are entered in Table 2.

Table 2a - Rank matrix

Experts	at 1	at 2	at 3	at 4	at 5	at 6	R


















∑Ri
Ranks

3. For the rank matrix, the coefficient of expert agreement will be calculated:

Where: To– number of experts;

m– number of elements.

Where: t– number of regions that received the same rank;

R– the number of such cases.

T– calculated for cases where there are several elements that have received the same rank.

The coefficient of expert agreement must exceed the value of 0.7. In this case, the expert opinion is considered consistent, and the survey data can be trusted. For educational purposes, when g > 0.7, it is necessary to draw a conclusion and further calculation can be continued.

S = (35-19*(6+1)/2) 2 + (31-19*(6+1)/2) 2 +(52 – 19*(6+1)/2) 2 + (91– 19*(6+1)/2) 2 + =

+ (93-19*(6+1)/2) 2 + (97-19*(6+1)/2) 2 = 306,25 + 462,25+0,25+110,25+1482,25+1640,25+1980,25 = =5981,75,

T = 1/12 *((2 3 – 2) + (2 3 – 2)+ (2 3 – 2)+ (2 3 – 2)+ (2 3 – 2)+ (2 3 – 2)+ ( 2 3 – 2)+

+(2 3 – 2)+ (2 3 – 2)+ (2 3 – 2)) =5,0.

The rate of expert agreement is

g = 12*5981.75 / (19 2 *(6 3 - 6) – 12* 19* 5) =71781/(75810 – 1140) = 0.961.

In this case, the expert opinion is considered agreed, the resulting agreement coefficient (g = 0.961), since it exceeds the minimum required (g = 0.7).

4. Having analyzed the data from expert assessments of the state of the main aspects of the system, its diagnostic profile is constructed (for clarity). State S0 (zero axis) is determined by the expression:

S 0 = ∑∑Ri /m.

For our example, the calculation of S 0 is shown below, as is the diagnostic profile in Fig. 1.

∑∑R i = 35+31+52+91+93+97= 150

S0 = 399 / 6 = 66.5

Based on the constructed diagnostic profile, a conclusion is made about the presence of favorable areas and problem areas of the system.

5. An extended description of the shortcomings in the problem areas is carried out, i.e. factors are identified whose changes will reduce the problem (Table 3). Number of factors (n=6).

In our example, as established as a result of the above analysis, the most problematic area of “Peculiarities of motivation for the work of personnel in modern conditions” is “Psychological comfort”. Let's consider the factors influencing the provision of psychological comfort of personnel in order to motivate them to work (Table 3).

Table 3 - Factors influencing the problem area

Problem area

Factors

Psychological comfort

1. Increase in wages

2. Increasing interest in the final result

3. Satisfaction with incentives used in the organization

4. Level of consciousness of workers

5. Employee job satisfaction

6. Interaction of employees in the organization

6. A study is carried out of the influence of the identified factors on the problem area. “We will highlight the main problems using the method of paired comparisons” using a scale of relative importance. To assess the influence of factors, a scale of relative importance is introduced:

Table 4 Relative importance scale

Relative importance	Definition
	Minor Importance
	Moderate superiority
	Significant superiority
	Significant superiority
	Very strong superiority
2, 4, 6, 8	Intermediate

Comparison of the influence of factors on the problem area is carried out in a matrix of paired comparisons (Table 5).

Table.5 Paired comparison matrix

					5		∑Ni
							24,0

							12,07
							3,13

							5,97

In order to determine the relative importance of problems, we will calculate weighting coefficients

wi = dсрi / ∑dсрi,

dсрi = ∑Ni / n.

where ∑Ni is the sum of the rows of Table 5.

n– number of compared factors.

The results of calculations of weight coefficients are presented in table. 6.
0,469

0,667

0,078

2,012

0,236

0,522

0,061

0,333

0,039

0,995

0,117

8,529

dср1 = 24 / 6 = 4

w1 = 4 / 5.29 = 0.11.

The remaining results are in table. 6.

7. Conclusions. Thus, employees of one of the enterprises in Krasnodar with more than 5 years of experience were selected as experts. The maximum length of service was 7 years and 6 months at this enterprise continuously. During the diagnostics, the features of motivation for work activity in modern conditions were studied in the areas of labor productivity, psychological comfort, material satisfaction, and working conditions. In the course of assessing the opinions of experts, it was found that the coefficient of agreement is greater than 0.7, therefore, the opinions of experts do not differ much. The most problematic areas are the problems of ensuring psychological comfort and the problem of material satisfaction of employees. To a greater extent, the problematic system is to ensure psychological comfort; management needs to provide a favorable psychological climate, influence the growth of workers’ consciousness, increase their psychological satisfaction with work, introduce a mechanism for interaction between workers in the organization, introduce the “principle of participation” of workers in the activities of the enterprise, and apply measures more widely not only material incentives, but ways of psychological stimulation of workers.

Bibliography

Dundar M. Psychodiagnostic techniques for studying human motivation // Personnel Manager. 2008. No. 6,7.

Klochkov A.K. KPI and staff motivation. A complete collection of practical tools. - Eksmo, 2010. - 160 p.

Motivation and remuneration. – 2007. – No. 4. – Page. 276-286 Methodology for diagnosing the labor motivation of organization personnel Ozernikova T. G. Doctor of Economics. sciences

Heckhausen H. Motivation and activity. vol. 1. M., Pedagogy, 1986.

Motivation Sources Inventory: Development and Validation of New Scales to Measure an Integrative Taxonomy of Motivation / John E. Barbuto, Richard W. Scholl // Psychological Reports.
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What motivates a person when he is looking for a new job?

What can motivate an employee to give his all at work, take initiative and achieve the best results in his work?

There is no doubt that people are looking primarily for a source of income in work, especially in modern Russia, where over the course of one generation the basic values, indicators of success, requirements for employees, and criteria for labor efficiency have fundamentally changed. But then what kind of money are we talking about? How much should an employee be paid so that he does not look for additional income on the side and does not seek to compete with the company for which he works? Or is it not a matter of the amount of payment, but the conditions for receiving it?

Should all employees' pay consist of a fixed and a variable part?

What indicators should we associate the variable portion of the earnings of sales managers with? logisticians? information technology specialists? marketers? production site managers? accountants?

Whose pay should be tied to the overall performance of the company: senior managers? those divisions that “bring money into the company”? all the staff?

Are social payments necessary, or are they purely archaic, a relic of the Soviet system, and in today’s conditions they only corrupt people and give rise to parasites? And if necessary, should these payments be differentiated? How to do it?

What should be the structure of the compensation package (total income) that an employee receives from the company as remuneration for his work - a constant, variable part of earnings, social benefits, company costs for employee development? Or is it not the structure that is important, but only the size?

Is salary really the best incentive? Of course, the amount of earnings is important for any employee, but is it the main thing for everyone? Does salary as the main motivator have worthy competitors? For which employees should we seek wage-competitive incentives?

What other opportunities (besides money) to influence the efficiency of personnel - incentives - does the organization have? Which ones are better to use?

This list of questions can be continued almost endlessly - this issue is so diverse and relevant for any manager and for a HR specialist.

What is meant by the term “work motivation”?

In its everyday usage, the concept of “work motivation” has many meanings:

Some understand it as the needs and expectations of the employee. He comes to the company with them and with them he constantly compares the work situation in which he finds himself and the measures of influence to which he is subjected.

For others, these are purely measures that the company applies (perhaps should apply) to the employee in order to encourage him to work with the highest efficiency to achieve the goals of the organization.

In the understanding of others, motivation is limited to the most common form of influence - monetary, and one should only talk about how and how much one or another category of personnel should be paid.

This discrepancy is far from harmless, since both of them do not notice the existence of two different (and sometimes fundamentally different) realities (Fig. 1).

If these realities are distinguished by the management of the company, departments and personnel services and are recognized as significant, you can:

study each of them separately;

raise the question of their correspondence to each other;

correct identified inconsistencies by adjusting company policies and/or getting rid of people who do not agree with the policies.

And thus win compared to your competitors due to more motivated and efficient staff! If only the reality of the company is recognized, the latter is doomed to failure.

These fundamental differences are based on the contrast between the attitude towards an ordinary company employee as:

to a significant and worthy subject of labor activity, the production process, and therefore the economic results achieved by the company;

to a passive executor of management’s instructions, who is the only truly significant subject of the organization’s activities in any area of business.

The importance of an individual employee is relatively small in industrial-type organizations - with high technology, “conveyor belt” business, when the employee actually performs the function of a “workplace”, and is much greater in a business organized on the principle of services.

The general trend is the development of the vast majority of types of business towards services through:

p inclusion in a single business of all stages from procurement and production to sales and subsequent maintenance;

p individualization of goods and methods of consumption to suit the differentiated needs of consumers, whose well-being is growing and their behavior is becoming more diverse.

In this regard, this chapter distinguishes: “work motivation” as the main component of an employee’s self-awareness, determining his attitude and behavior at work, his reaction to specific working conditions; “stimulation” - as external influence from managers, managers of an organization on employees (individual or group) in order to encourage them to activities aimed at achieving the company’s goals; “salary” is the most widely used type of incentive.

Work motivation. The process-structure dichotomy

It has become quite common to distinguish work motivation as:

the process of encouraging an employee to work effectively, in which the labor behavior of an individual, an employee, is formed in accordance with the goals of his work, characteristics and working conditions in the organization:

“Motivation is the process of motivating oneself and others to act in order to achieve personal goals or organizational goals” [Meskon, Albert, Khedouri, 1992, p. 360].

“Motivation is an incentive to activity and activity of a subject (individual, social group, community of people), associated with the desire to satisfy certain needs. In psychology, motivation means a set of external and internal conditions that encourage a subject to be active.... In sociology, a motive is considered as a perceived need of a subject to achieve certain benefits, desirable conditions for activity” [Brief Dictionary of Sociology, 1988, p. 167]; -

structural element of employee self-awareness, system of motives for work activity:

“Motivation is a set of motives associated and conditioned by the meaning-forming motive of activity, an internal determinant of behavior that determines its general direction” [Personnel Management, 1998, p. 187].

This dichotomy gives rise to the division of theories of motivation into procedural and substantive, while:

Table 1. Choice between substantive or procedural theories Management principles Emphasized theories Substantive Procedural Importance of the employee for the company High Low Differences in work motivation among individual employees Significant:

“PEOPLE are very different. Of course, no one refuses money, but those for whom money is not the main thing work best.” Non-essential:

“All workers are the same: they all want only one thing - money!

I pay them well, and punish them for misdeeds, again with money! "Motivational dynamics High Low -

procedural ones consider and activate various aspects of employees’ perception and cognition of the work situation. The most famous of them are: the theory of expectations (V. Vroom); theory of justice (D. Kuhn, J. Slocum, R. Chase, M. Rogers, J.S. Adams); JI model. Porter - E. Lawler; -

substantive ones reflect different ideas of researchers about specific lists and structure of internal motivations (needs, motives) specific to certain groups of workers. Of these, the most famous are: classical theory (F.W. Taylor); hierarchy of needs (A. Maslow; K. Alderfer); three-factor model (D. McClelland); two-factor model (F. Herzberg); dispositional model (A.G. Zdravomyslov, V.A. Yadov, etc.).

It can be assumed that those managers who make a choice, giving preference to procedural or substantive models, proceed from the following fundamental provisions (component of corporate culture) (Table 1).

Typological model

Despite the existence of several recognized classical concepts of work motivation, we needed to create our own - typological one [Gerchikov, 1993, 1996, 2001].

Firstly, the well-known concepts, differing in the list of basic motives, differed very little in the recommended measures of managerial influence - types and forms of incentives. But if so, then determining the characteristics of the work motivation of specific individuals or groups becomes more of a subject of science (for which knowledge is important), rather than of management practice, for which the precise choice of methods of influencing workers with certain types of motivation is more important in order to increase the efficiency of their work .

Secondly, none of the classical concepts identifies a typical and widespread worker in Russia, who is often called a “sovok” or “lumpen worker.” In each of us, its traits are present to one degree or another, but there are quite a lot of people in whom these qualities prevail. Active, constructive work behavior

Motivation

achievements

In Fig. 2 vertical axis - the axis of labor behavior: in the upper half - desirable for the organization (active, constructive); at the bottom - unwanted (passive, destructive). From this point of view, the priority goals of designing a system of motivation, incentives and remuneration in any organization are: -

obtaining maximum work efficiency from each employee; -

absence of destructive labor behavior among employees.

The horizontal axis is the axis of work motivation. Right delayed

achievement motivation, to the left - avoidance. Achievement motivation means that an employee with such motivation strives to achieve something, that he needs to get something in exchange for his work: for one - a salary, for another - a qualification, for a third - an interesting job, for a fourth - self-affirmation, for a fifth - to make a career, sixth - formal experience so that you have something to write on your resume. Avoidance motivation means that a person works out of fear, because he does not want punishment, manifestations of dissatisfaction from management and the employer, he does not want troubles and deprivation of benefits, and he is afraid that he will be fired.

The basic stage in the formation of methodological support for motivation of professional and official promotion of personnel in modern production systems is the assessment (measurement, diagnosis) of the level of motivation for professional and official promotion of personnel in the organization. It is necessary for company management to make decisions about « orientation” of management actions in the system of material and non-material incentives for the organization’s personnel.

Assessing (diagnosis, measuring) the level of motivation is a complex methodological problem. The issues of forming motivation to work are dealt with by specialists in the field of economics, sociology, psychology, etc., as evidenced, first of all, by the emergence of many theories and methods. Each approach assumes that in order to manage motivation, it must be examined and assessed. Despite theoretical research, measuring motivation is a complex methodological problem.

Knowledge of methods for assessing motivation and their competent use allows not only to increase the performance of subordinates, but also gives the manager the opportunity to better understand his subordinates. This is the art of managing people: the ability to accurately choose the most effective method of influence, knowledge of the strengths and weaknesses of a subordinate, the ability to inspire and charge different people for selfless work.

Speaking about diagnosing the personnel incentive system, it is necessary to determine the goals and objectives of the planned procedure (setting targets, priorities). Here it is very important to understand what caused the need for this procedure and determine the goals of the diagnosis. It depends on the current situation in the company. For example, there is a high staff turnover in a company or some of its divisions. Another option for the need to diagnose the motivational system is the presence of some hidden processes in the company’s divisions (sabotage, weak work activity, decreased performance indicators). In most cases, diagnosing the personnel motivation system will be a component of deeper work related to the correction of the personnel management system.

Diagnostics of staff motivation is measured by qualitative and quantitative indicators.

The values of quantitative indicators are expressed in the form of a certain real number that has a certain physical or economic meaning. Such indicators include all financial indicators (revenue, net profit, fixed and variable costs, profitability indicators, turnover, liquidity, etc.), as well as part of the market indicators (sales volume, market share, size/growth of the customer base, etc. .) and indicators characterizing the effectiveness of business processes and activities for training and development of the enterprise (for example, labor productivity, production cycle, order lead time, staff turnover, number of employees who have completed training), etc. But most of the characteristics and results of the organization’s work, divisions and employees cannot be measured strictly quantitatively. Qualitative indicators are used to evaluate them.

Qualitative indicators are measured using expert assessments, i.e. subjectively, by observing the process and results of work. These, for example, include such indicators as the relative competitive position of the enterprise, customer satisfaction index, staff satisfaction index, teamwork, level of labor and performance discipline, quality and timeliness of document submission, compliance with standards and regulations, fulfillment of instructions from the manager and many others . Qualitative indicators, as a rule, are leading, as they influence the final results of the organization’s work and “warn” about possible deviations in quantitative indicators.

Monitoring quality indicators leads to improved quantitative indicators. Quality indicators are the reason. Quantitative indicators are a consequence. If we want to get the desired effect, it is necessary to control and measure its cause. This is the meaning of quality indicators. If we measure qualitative indicators, we are more likely to obtain the required quantitative result.

Assessment based on qualitative indicators makes it possible to assess the manager’s potential and possible ways of his professional and career development. In addition, there are also relationships within the team, with colleagues in the department and employees of other departments. It also makes sense to evaluate this, since the effectiveness of communications, loyalty to the company, the desire to solve problems and not look for excuses also directly affects the activities of the entire company as a whole.

Managers often resort to the help of experts to evaluate quality indicators. Sometimes qualitative indicators can be presented in numerical form indirectly by measuring some other indicator. For example, an employee’s qualifications can be indirectly judged by the length of time he has worked in a given position. But in most cases, certain numbers (points) are artificially assigned to different values of qualitative indicators, as if transferring them to the category of quantitative ones. However, this approach does not assess the degree of difference between alternatives, and its injudicious use can lead to unfounded conclusions.

The inability to express qualitative indicators directly in quantitative form should not serve as an excuse (which is often the case in practice) for refusing to establish standards and control these indicators. Even subjective assessments in this case are much better than nothing. Organizational leaders cannot effectively manage their subordinates by refusing to control quality indicators. The inevitable consequence of this is management on a whim, which in fact is no longer management, but is simply a spontaneous reaction to a situation that has gotten out of control.

The most frequently used methods for assessing qualitative indicators of staff motivation are:

2. Testing.

3. Expert assessments.

4. Diagnostic interview.

Survey (questionnaire) is one of the most widely used methods for assessing employee motivation. It allows you to obtain important information about the motivation of a significant number of employees in a short time. The survey may cover employees of one or more divisions of the company, or any category of employees, or all employees of the company. The survey allows us to identify the characteristics of the motivation of various categories of personnel (specific professional, seniority groups, groups of different ages, gender, educational level, etc.), as well as assess the factors influencing their work motivation.

To conduct the survey, a questionnaire is being developed containing questions designed to find out to what extent the organization meets the most important needs of employees, and to what extent employees are satisfied with the most important aspects of their work.

Questioning has a number of advantages: information is obtained quickly, the survey does not require large financial costs. However, this method is open to possible distortions of information, both conscious (socially desirable responses) and unintentional. There may also be errors in the development of the questionnaire, miscalculations in the procedure for preparing and conducting the survey, leading to low reliability of the information received. Therefore, it is advisable to combine questionnaires with other methods of collecting information (analysis of documents, observation, interviews with experts) that can confirm the results obtained.

Tests in psychology are understood as standardized tests for identifying or assessing certain psychological characteristics of a person. The test questionnaire contains a series of questions, the answers to which are used to judge the psychological qualities of the subject. A test task is a special kind of test, based on the results of which the presence or absence and degree of development of characterological traits (personality properties) are determined.

Test materials usually include question booklets and separate answer sheets. When using projective methods, that is, methods of indirect assessment of motivation, unfinished sentences, sets of photographs, drawings or pictures may be presented. By interpreting according to certain rules for assessing the presented stimulus material, which involves multiple interpretations, psychologists give a conclusion about the characteristics of the motivation of the person being tested.

It is important to note that psychological testing is only an auxiliary tool that provides additional information about the employee’s motivation. Administrative or other decisions should not be made solely on the basis of psychological testing.

The method of expert assessments is based on the fact that only people who know them well can accurately assess the motivation of employees. First of all, these are managers and colleagues. Sometimes business partners or clients are brought in as experts. As a rule, an expert assessment of motivation is one of the elements of a comprehensive assessment of an employee.

The expert’s main tool for assessing employee motivation is a specially prepared questionnaire. The accuracy of the expert’s assessment of the employee’s motivation largely depends on the quality of this questionnaire. In order to use the method of expert assessments, a number of issues must first be resolved. First, it is necessary to clearly define what requirements the persons included in the experts must meet. In any case, it is necessary to count not only on their awareness and ability to make informed assessments, but also on sufficient impartiality and honesty. It is advisable that before experts are asked to express their opinions, they should receive at least a short training session designed to improve their ability to make accurate and unbiased assessments of employee motivation.

Sometimes, when studying the characteristics of employee motivation, it is important to identify the most important demotivators, that is, factors that have a negative effect on the work spirit of staff.

If there is a need to quickly obtain this type of data, then expert assessment in this case can be especially useful. Managers, knowing their subordinates well, can become a source of valuable information about the peculiarities of motivation of the organization's employees.

Speaking about diagnosing staff motivation with measurable quantitative results, we can conclude that such assessment methods are related to the effectiveness (efficiency) of the work of a particular employee and the organization as a whole. An assessment of the economic efficiency of stimulating labor resources shows to what extent the costs of material and moral incentives for workers are justified, whether there has been an increase in production, whether the cost has decreased, etc.

It is obvious that for different industries and categories of workers, indicators of the effectiveness of stimulating labor resources will be different. For example, production standards are compared in production, while for accounting employees this indicator is unacceptable, since accounting at an enterprise does not perform a production, but a supporting function.

It is considered not entirely correct in diagnosing (evaluating) the process of personnel motivation in an organization to evaluate all employees using identical indicators. This requires an individual approach to both assessment and analysis of the results obtained, and to the introduction or improvement of material and non-material incentives.

Differences in the assessment of motivation depend on the following characteristics: gender; employee age; profession; territorial and others (Table 1.).

Table 1.1.

Distinctive features in assessing the level of motivation for professional and career advancement of personnel

		The essence of the difference
	Employee gender	The level of motivation for men and women is different, this is explained by the periodic diversion of women from the real sector of the national economy into domestic reproductive work
	Employee age	Young specialists are more motivated for professional and job advancement than employees with extensive experience in the organization
	Prestige of the organization	Employees of large city-forming enterprises are more motivated than employees of small and medium-sized businesses, the reason for this is social security in a large organization and career growth.

Gender of the employee. Currently, managers are required to take into account the individual characteristics of each individual employee in their activities. Assessment of the motivation of women's and men's work is different. For example, women are more emotional, touchy, more often take sick leave, and go on maternity leave. All these features affect the level of motivation. For example, during the period when women are diverted from the real sector of the economy to the reproductive sector, most women for a long period of time (approximately one and a half to three years) do not think about the desire (motivation) for professional advancement. Meanwhile, the man is actively building his career.

Let's turn to A. Maslow's pyramid of needs. Satisfying the basic needs of the pyramid – i.e. satisfaction of the basic needs of life, it seems, is of equal importance for both men and women. However, differences may appear already at the second stage, where we are talking about ensuring the means of subsistence. Are all working women equally concerned about maintaining their jobs? This affects to a greater extent those women who make a significant contribution or even the only contribution to their budget or the budget of the family, compared to those employees who work not out of economic necessity, but rather in order to realize their professional knowledge.

The next characteristic is the employee’s age. Young specialists are more motivated for professional and job advancement than employees with extensive experience in the organization, but on the other hand, it is difficult to retain young specialists in the organization without the following additional measures:

regular discussion with employees of enterprise development plans (situation, growth rates, directions of movement, etc.);

setting clear goals and highlighting stages of development;

providing the opportunity for wide participation of young specialists in rationalization activities, in making proposals for improving their own work and the work of the organization as a whole;

participation of young professionals in the distribution of benefits received as a result of the development of the organization;

explaining to the young specialist the significance of his work not only within the organization, but also on a more global scale.

The prestige and image of the company influence the self-expression and involvement of its employees in the company's activities.

So, in management, employee motivation plays an important role, so management should periodically carry out activities to assess the level of staff motivation. Assessing the level of motivation may show that employees receive insufficient job satisfaction and have low motivation. Achieving an optimal level of motivation increases labor productivity, production efficiency, increases the qualifications of workers, and “improves” relationships in the team.

Assessing the level of motivation for professional and official advancement is a very difficult task, since it is carried out by measuring what is generally immeasurable - the motives of an individual, which in reality are, in scientific terms, hypothetical constructs. Nevertheless, assessing the level of motivation is a quite common and necessary event that any self-respecting company carries out both at the stage of selecting a candidate for a vacant position, and periodically over a certain period of time.

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Test of partial orientation of teacher personality

Test instructions

The proposed questionnaire lists features that may be characteristic of you to a greater or lesser extent. In this case, accordingly, there are two possible answers:

It’s true that the described property is typical of my behavior or inherent to me to a greater extent;

incorrect, this property is not typical or inherent to me to an insignificant extent.

After reading the statement, indicate one of the answer options next to the question number (put the letter “a” for true, and the letter “b” for false).

Test material

1. I could easily live alone, away from people.
2. I often defeat others with my self-confidence.
3. Solid knowledge of my subject can make a person’s life much easier.
4. People must adhere to moral laws more than now.
5. I read every book carefully before returning it to the library.
6. My ideal work environment is a quiet room with a desk.
7. People say that I like to do things in my own original way.
8. Prominent among my ideals are the personalities of scientists who have made great contributions to my subject.
9. People around me think that I am simply not capable of rudeness.
10. I always pay close attention to how I dress.
11. It happens that all morning I don’t want to talk to anyone.
12. It is important for me that there is no disorder in everything that surrounds me.
13. Most of my friends are people whose interests lie in the field of my profession.
14. I spend a long time analyzing my behavior.
15. At home I behave at the table the same way as in a restaurant.
16. In company, I give others the opportunity to joke and tell all sorts of stories.
17. I am annoyed by people who cannot make decisions quickly.
18. If I have some free time, I prefer to read something in my discipline.
19. I feel uncomfortable fooling around in company, even if others do it.
20. Sometimes I like to slander those who are absent.
21. I really like inviting guests and entertaining them.
22. I rarely speak contrary to the opinion of the team.
23. I prefer people who know their profession well, regardless of their personal characteristics.
24. I cannot be indifferent to the problems of others.
25. I always readily admit my mistakes.
26. The worst punishment for me is to be locked up alone.
27. The effort spent on making plans is not worth it.
28. During my school years, I expanded my knowledge by reading specialized literature.
29. I do not condemn a person for deceiving those who allow themselves to be deceived.
30. I do not have an internal protest when I am asked to provide a favor.
31. Some people probably think that I talk too much.
32. I avoid social work and the associated responsibilities.
33. Science is what interests me most in life.
34. People around me consider my family to be intelligent.
35. Before a long trip, I always think carefully about what to take with me.
36. I live for today more than other people.
37. If I have a choice, I prefer to organize an extracurricular activity than to tell my students something about the subject.
38. The main task of the teacher is to convey knowledge of the subject to the student.
39. I like to read books and articles on morality, morality, and ethics.
40. Sometimes I get annoyed by people who come to me with questions.
41. Most people with whom I am in company are undoubtedly glad to see me.
42. I think I would like a job related to responsible administrative and economic activities.
43. I’m unlikely to be upset if I have to spend my vacation studying at advanced training courses.
44. Other people often don’t like my kindness.
45. There have been times when I have been jealous of the luck of others.
46. If someone is rude to me, I can quickly forget about it.
47. As a rule, people around me listen to my suggestions.
48. If I could travel into the future for a short time, then I would, first of all, collect books on my subject.
49. I take an active part in the fate of others.
50. I have never said unpleasant things with a smile.

Processing and interpretation of test results

To process survey results you must use the key:

a matching answer is scored 1 point;

mismatched – equals 0.

Each personal parameter is derived by summing the scores for a group of questions.

Processing of the test usually begins with the approval motivation scale, since if the answer goes beyond the norm for this factor, it should be recognized that the subject sought to distort the results, and they are not subject to further interpretation.

Key to the test

Sociability	1b, 6b, 11b, 16b, 21a, 26a, 31a, 36a, 41a, 46a, 2a, 7a, 12a, 17a, 22b, 27b
Organization	32b, 37a, 42a, 47a, For, 8a, 13a, 18a, 23a, 28a, 33a, 38a
Subject focus	43a, 48a, 4a, 9a, 14a, 19a, 24a, 29b
Intelligence	34a, 39a, 44a, 49a
Motivation for approval	5a, 10a, 15a, 20b, 25a, 30a, 35a, 40b, 45b, 50a

Each form of professional orientation is considered insufficiently developed if it receives less than 3 points, and pronounced if the number of points is more than 7.

For greater clarity, it is advisable to display the results obtained in the form of a diagram. The severity of one factor indicates the monodirectionality of the teacher’s personality, while several factors can be interpreted as the result of multidirectionality.

The test proposed above is just one of the options. It is recommended to involve a professional psychologist to interpret this type of diagnosis. As a result of processing the responses, the type of motivation will not be revealed, but we will receive a description of a certain type of personality of the teacher, which, in turn, determines motivation.

Below is a test developed by psychologist O.F. Potemkina. This technique allows you to determine an employee’s attitudes regarding four important pairs of values. What is most important for a person: the process or the result of labor, the interests of one’s own or other people, freedom or power, interesting work or money?

Test “Methodology for diagnosing socio-psychological attitudes of an individual in the motivational-need sphere”

Test instructions

Answer every question “Yes” if it accurately describes your behavior and “No” if it does not correspond to what the question says.

Test material

Option 1

1. Does the process of the work being performed captivate you more than the stage of its completion?
2. Do you usually spare no effort to achieve your goal?
3. Are you often told that you think more about others than about yourself?
4. Do you usually spend a lot of time on your person?
5. Do you usually hesitate for a long time to start doing something that is not interesting to you, even if it is necessary?
6. Are you sure that you have more persistence than abilities?
7. Is it easier for you to ask for others than for yourself?
8. Do you think that a person should think about himself first, and then about others?
9. When finishing an interesting task, do you often regret that the interesting work has already been completed, and it’s a pity to part with it?
10. Do you prefer active people who are capable of achieving results than just kind and sympathetic people?
11. Do you find it difficult to refuse people when they ask you for something?
12. Do you do anything for yourself with more pleasure than for others?
13. Do you enjoy playing a game where you don't have to think about winning?
14. Do you think that there are more successes in your life than failures?
15. Do you often try to do people a favor if they have trouble or trouble?
16. Are you convinced that you don’t need to work hard for someone?
17. Do you most respect people who are able to be truly passionate about something?
18. Do you often complete work despite unfavorable conditions, lack of time, or outside interference?
19. Do you usually have neither time nor energy for yourself?
20. Do you find it difficult to force yourself to do something for others?
21. Do you often start many things at the same time and do not have time to finish them?
22. Do you think that you have enough strength to count on success in life?
23. Do you strive to do as much as possible for other people?
24. Are you convinced that caring for others often comes at the expense of yourself?
25. Can you get so carried away by something that you forget about time and yourself?
26. Do you often manage to finish the job you started?
27. Are you convinced that the greatest value in life is living in the interests of other people?
28. Can you call yourself an egoist?
29. Does it happen that, being carried away by details and delving into them, you cannot finish the job you started?
30. Do you avoid meeting people who do not have business skills?
31. Is your defining characteristic unselfish?
32. Do you use your free time for your hobbies?
33. Do you often fill up your vacation or weekend with work because you promised someone to do something?
34. Do you judge people who don’t know how to take care of themselves?
35. Do you find it difficult to decide to use a person’s efforts to your advantage?
36. Do you often ask people to do things for selfish reasons?
37. When agreeing to a business, do you think more about how interesting it is to you?
38. Is the desire for results in any business your distinctive feature?
39. Is your characteristic feature the ability to help other people?
40. Are you able to make maximum efforts only for good reward?

Option 2

1. Do you agree that the most important thing in life is to be a master of your craft?
2. Do you value most of all the opportunity to choose your own solution?
3. Do your friends consider you a powerful person?
4. Do you agree that people who don’t know how to make money are not worthy of respect?
5. Is creative work the main pleasure in life for you?
6. Is it true that the main desire in your life is freedom, and not power and money?
7. Do you agree that having power over people is the most important value?
8. Are your friends financially wealthy people?
9. Do you want everyone around you to be busy doing something exciting?
10. Do you always manage to follow your convictions despite outside demands?
11. Do you think that the most important quality for power is its strength?
12. Are you sure that everything can be bought for money?
13. Do you choose friends based on their business skills?
14. Do you try not to bind yourself to various obligations to other people?
15. Do you feel resentful if someone does not comply with your demands?
16. Is money more reliable than power and freedom?
17. Do you find yourself unbearably bored without your favorite job?
18. Are you convinced that everyone should have freedom within the framework of the law?
19. Is it easy for you to get people to do what you want?
20. Do you agree that it is better to have a high salary than high intelligence?
21. Do you feel joy only from an excellent result of work?
22. Is the feeling of freedom the most important desire in your life?
23. Do you consider yourself capable of leading a large team?
24. Is earning money your main aspiration in life?
25. Is what you love more valuable to you than power and money?
26. Do you usually manage to win your right to freedom?
27. Do you have a thirst for power, a desire to lead?
28. Do you agree with the statement that money “doesn’t smell” and it doesn’t matter how it’s earned?
29. You can’t help but work, even when you’re on vacation?
30. Are you ready to sacrifice a lot to be free?
31. Do you feel like a master in your family?
32. Do you find it difficult to limit yourself in terms of money?
33. Do your friends and acquaintances value you as a specialist?
34. Do people who infringe on your freedom cause you the greatest indignation?
35. Can power replace many other values for you?
36. Do you usually manage to save the required amount of money?
37. Is work your greatest value?
38. Do you feel confident and at ease among strangers?
39. Are you willing to infringe on freedom in order to have power?
40. Is lack of money the biggest shock for you?

Key to the test

For every answer “Yes” is awarded 1 point.

Interpretation of test results

Process orientation. Typically, such employees think little about achieving results, are often late in delivering what they have done, and their procedural focus hinders productivity; they are driven more by interest in the task, and achieving the goal requires a lot of routine work, a negative attitude towards which they cannot overcome.

Result-oriented. These people are some of the most reliable. They can achieve results in their activities despite the hustle and bustle, obstacles, and failures.

Altruistic orientation. Employees who profess altruistic values, often to their own detriment, deserve every respect. They are worth taking care of. Altruism is the most valuable social motivation, the presence of which distinguishes a mature person.

Selfishness orientation. Individuals with excessively expressed selfishness are quite rare. A certain amount of “reasonable egoism” cannot cause damage. Rather, its absence is harmful, and among people of “intelligent professions” this occurs quite often.

Work orientation. In order to do something, these employees always, without regret, use weekends, vacations, etc. Work brings them more joy and pleasure than any other activity.

Orientation towards freedom. The main value here is freedom. Very often it is combined with an orientation towards work, less often towards “money”.

Power orientation. The leading value for these people is their influence on others, on society.

Focus on money. The leading value for individuals of this type is the desire to increase their well-being.

It is advisable to present the results obtained using these techniques graphically. To do this, you need to draw two intersecting lines and put aside on each of the four received from the center (point 0) the number of points according to the questionnaire keys. Next you need to connect these dots. As a result, a plane is formed that reflects the characteristics of socio-psychological attitudes.

In this way, several groups of subjects are identified:

1. Highly motivated – with harmonious orientations (expressed strongly and equally).
2. Lowly motivated - with extremely weakly expressed orientations.
3. With disharmonious orientations - some are strongly expressed, while others may even be absent.

There is also a third model of motivational diagnostics - irrational. It involves diagnosing the latent (hidden) motivation of a specialist. Moreover, it is implicit, including for the employee himself.

The advantage of this approach is the ability to highly likely exclude attempts at distortion in the provision of information about oneself by the diagnostic subject. In this regard, the results can become a discovery for the person himself who has undergone the diagnosis of latent motivation.

The main tool in such research is the method of psychosemantic and color metaphors. However, we will not describe it in detail yet. It is difficult to use and should only be carried out by a professional psychologist.

To begin with, the above methods will be quite sufficient to obtain information for reflection and draw a number of constructive conclusions. And not only about how to increase staff motivation, but also how to reduce their demotivation. The latter is extremely important for increasing the effectiveness of the school and increasing the loyalty of teachers to their educational institution.

It is important to remember that it is advisable to adapt each technique to the maximum to the needs of a particular school and the requests of a particular director. In addition, methods of psychological diagnostics of personnel (including their motivation) should be used not only in the interests of the organization and management decision-making, but also for the benefit of the employees themselves, giving them the opportunity for the most complete realization.

_____________________

Test of partial orientation of the teacher’s personality // Fetiskin N.P., Kozlov V.V., Manuylov G.M. Socio-psychological diagnostics of personality development and small groups.

Potemkina O.F. Methods for diagnosing social and psychological attitudes of the individual // Methods of psychology. diagnostician. – 1993. – No. 1. – P. 79–86.


Job title:
Duration of work at this school:
Please mark on a ten-point scale for each of the factors listed below how important it is in terms of increasing your productivity (circle one of the numbers, taking into account that 1 is a low importance of the factor, 2 is higher, etc., 10 – very high)
1. Stability of earnings
2. The opportunity to receive a higher salary depending on the results of work
3. Opportunity for career growth
4. Recognition and approval from management
5. Recognition and love of students
6. Recognition from parents
7. Possibility of self-realization, full use of abilities
8. Possibility of independence and initiative in work
9. High degree of responsibility
10. Interesting, creative activity
11. Good relationships in the team
12. Opportunity to receive recognition in the organization, city, country based on the results of work
13. Social guarantees
14. Complex and difficult work
15. Opportunity for development and self-improvement
16. Good working conditions
17. Reasonableness of management's requirements

19. Sharing the values and principles of work adopted at the school
20. Other ____________________

2 Practical part

∑Ni

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