Companies and organizations seek results and objectives that are achieved through people. HR leadership and management models are changing: interest in this human dimension towards which action is oriented is growing.
In addition to employee commitment, motivation is a fundamental factor for performance and is decisive when selecting candidates or conducting internal evaluations. For this reason, we are working on advances that allow us to measure and evaluate employees’ motivation objectively.
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How are motivations explored?
The approach on which work began on a test to explore employee motivation is that an employee’s results depend not only on what he knows or can do but also on what he wants to do within the organization.
For this reason, the tool would provide information not so much on the level of motivation of the people but on the type of things that motivate them to do their job well, as well as those that may generate dissatisfaction.
Quiz to explore employee motivations
The test to assess motivations takes into account four dimensions based on classical motivation theories and which correspond to the four main sources of motivation:
- Person: autonomy, self-realization.
- Environment: working conditions, pay.
- Social sphere: the people with whom we work.
- Job characteristics: the variety of tasks.
With this, 16 motivators are evaluated from 20 sets of questions, and a profile is obtained around the things that motivate the employee and where they come from. That is their main source of motivation and dissatisfaction.
This will allow us to get to know our staff and see how we can manage people so that they do their job satisfied and want to stay in the company.
What is done with the motivation profile?
After the online test, which lasts about 15 minutes, an individual report is automatically generated on what that person’s profile is like: what motivates them, what demotivates them, and what they are indifferent to.
Among four jobs, which one would you like to do the most and which one the least? Thus, the worker is profiled. Information that can also be grouped is valuable for organizations that want to know which profile predominates in certain positions or professional, generational profiles, etc. This way, you can redesign tasks and teams or manage promotions based on those motivations.
In addition to internal evaluation, the tool can be applied in personnel selection processes. Companies are increasingly interested in identifying which people a priori will fit best in a position, both in terms of motivation and so that they are consistent with the characteristics of the position and even with the organization’s culture.
Factors that influence the management of motivations
There are also other factors to consider when managing motivations: the structure of the company and the generation to which the employees belong. Two aspects have changed in recent years and given rise to a new organizational context.
The structures are less and less hierarchical; they tend to be flatter because it helps to work better, and the employee is asked to contribute more autonomy. That is where commitment and motivation are important so that you give your best.
On the other hand, very different generations currently coexist if we talk about motivations: The generations between the 60s and 80s valued job stability more, for example, while millennials are concerned about their self-fulfillment, training, traveling,”
This multigenerational coexistence means managing and working with people with different motivations, values , or expectations about the same job. What forces managers and HR managers to know and manage these disparities? That is where tools of this type make sense.
Also Read : HR Analytics, a Matter Of Strategy