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Why are the ‘right’ people not necessarily motivated?
Although there may be some aspects of your work that you simply have to suck up and do, have you ever questioned your motivation towards something, or wondered why someone lacks motivation?
‘Right’ people are those who have the requisite skills and abilities to execute their responsibilities with aplomb. Yet their behaviour and results suggest otherwise. Everyone is motivated to do something, it just may not be what you want them to do!
Motivation is the fuel of action because it encompasses the mental forces that drive one to engage.
You will perform at your best when you feel good about yourself. We are all familiar with the motivation circle – higher motivation leads to better performance, which leads to more success and value, which leads to higher satisfaction, and thereby higher motivation.
However, do you know what aligns how you feel with the work that you do? Alignment happens when your greatest needs are met with your highest satisfactions. Herein lies the dilemma. Should your daily endeavours leave you feeling dissatisfied and ‘empty’ it’s highly likely that you are channelling your time and energy into unprioritized needs.
The MQ (Motivation Questionnaire) creates an individual’s motivational profile. It consists of 126 Likert type items and measures 34 scales (15 needs, 15 satisfactions and 4 special scales). It measures both Needs and Satisfaction levels of the most fundamental universal employee needs.
The 15 universal needs are: mission, excellence, learning, achievement, challenge, joy-of-work, autonomy, work-life balance, environment, power, status, recognition, harmony, job security and material (rewards and benefits).
Satisfaction levels are intrinsically and extrinsically defined as differentiated by motivators and hygiene factors.
The 4 special scales are measured through definitions relating to: output energy, output ability, positivity and perceived control.
The MQ has group reports to analyse Needs and Satisfaction levels of groups/employee segments and a two-stage process designed for managers to unpack the profiled assessments with their direct reports.
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