INTERPRETATIVE REPORT

Transcription

1 Gabriele Giorgi, Vincenzo Majer INTERPRETATIVE REPORT Name: Test date: Sample Test 05/06/2014 Gender male Seniority of service (years) 13 Age at the time of taking the test 38 Position within the organisation Senior Staff

2 Introduction The WOMI is a questionnaire divided into eighteen scales, converging in four macro factors. The questionnaire reveals both intrinsic motivation, associated with the drive to carry out work -related tasks for the pleasure of doing so or the sense of challenge created by an objective, and extrinsic motivation, associated with external benefits (salary, benefits and incentives). Measuring motivation allows the organisation to focus not just on the intrinsic characteristics which regulate organisational behaviour, but also on those material and financial forms of recognition which people often see as being very important. This report provides useful information for a broad variety of human resource assessment and development operations. However, it only forms part of the assessment and must be used in combination with other tools and methods of evaluation for a full assessment. The report is divided into the following sections: 1. General profile: the test scores obtained by the candidate are shown in numerical and graphic form. 2. Motivational profile: as well as being shown in graphic form, the candidate s motivational characteristics are described in detail. 3. Extrinsic and intrinsic motivation indices: the extrinsic and intrinsic motivation indices are calculated on the basis of the scores achieved in the factors that indicate extrinsic and intrinsic motivation. They are combined to generate a profile that provides information on the main motivational levers for the candidate and those which, on the other hand, do not contribute to increasing motivation. Use of the Report Decisions made on the basis of WOMI results must be taken with the assistance of qualified professionals. In fact, any text contained in a computer-generated report should be seen as a hypothesis, which must be confirmed by other sources of information, such as interviews, biographic details or outcomes of other assessments. The content of this report is confidential and must be processed in complete confidentiality, respecting the candidate's privacy. It is also important to bear in mind that: the test results are based on the description that the candidate provided and the way in which he/she perceives his/her own skills and behaviour, which does not necessarily reflect how others perceive it. The accuracy of the results therefore depends on the honesty with which the person answered the items and his/her level of self-awareness; the results of a psychometric test, such as the WOMI, can be used to make reliable predictions as to how a person will behave in a sufficiently broad range of situations. Page 2 of 11

3 1. General profile Macro factors Raw score Standardised score Reward Success Competence Stability Factors Raw score Standardised score Career Status Remuneration Feedback Management Activity Achievement Dominance Organizational climate Ethics Autonomy Self development Customer orientation and team work Interest Security Convenience Physical environment Worklife balance Page 3 of 11

4 Graphic profile Reward 103 Success 100 Competence 111 Stability 96 Career 105 Status 99 Remuneration 107 Feedback 101 Management 91 Activity 125 Achievement 103 Dominance 83 Organizational climate 105 Ethics 101 Autonomy 110 Self development 106 Customer orientation and team work 118 Interest 104 Security 104 Convenience 91 Physical environment 109 Worklife balance MEDIUM MEDIUM MEDIUM HIGH HIGH Page 4 of 11

5 2. Motivational profile Reward The Reward macro factor comprises four scales that refer to the importance the person attributes to reward, not just of a financial nature, but also that associated with organisational and social recognition. The areas of investigation particularly regard the person s possible interest in professional advancement (Career), company positions or roles that enjoy a certain degree of social prestige (Status), financial recognition or other extrinsic forms of reward (Remuneration), and formal or informal recognition of his/her work (Feedback). Reward 103 Career 105 Status 99 Remuneration 107 Feedback MEDIUM MEDIUM MEDIUM HIGH HIGH The results obtained in this macro factor show that the person is demonstrably motivated to do a job that permits him/her to further his/her career. The test then shows that he/she sees his/her position and relative status to be important, but not essential. He/she certainly desires a job that is a source of prestige, although this does not appear to be a priority. Continuing with the analysis, we can definitely state that the person draws satisfaction from extrinsic rewards, particularly financial incentives, company benefits and pay rises. This inclination is indicative of a certain interest in money. Lastly, taking the final scale into consideration, the score denotes an individual who considers the formal and informal recognition of colleagues and superiors to be important, but not fundamental. As a result, we can deduce that, generally speaking, feedback or recognition relative to his/her work may somehow increase his/her motivation. Page 5 of 11

6 Success The four scales which make up the Success macro factor indicate the person s drive to do his/her job, led by the objective of obtaining key positions of organisational leadership. They indicate whether or not the person is motivated by management roles (Management), taking on lots of activities (Activity), achieving challenging objectives (Achievement), and exercising some form of influence over others (Dominance). Success 100 Management 91 Activity 125 Achievement 103 Dominance MEDIUM MEDIUM MEDIUM HIGH HIGH As regards the dimensions measured by this macro factor, the test firstly shows that the person is not very motivated by managerial roles. This results in a tendency to perceive the management of colleagues as an activity to be avoided, if possible, and as a responsibility that is preferably not to be taken on. Switching our focus to the Activity scale, the score indicates an individual who loves to have days packed with commitments and activities and who could show an inclination to work in very dynamic environments. Continuing with the analysis, we see that the person in question displays a certain interest in achieving challenging and risky objectives, although at times he/she could be moved by the wish to perform safer and more controllable activities. This results in a normal spirit of initiative and assumption of responsibilities. Lastly, the test shows that he/she feels dependent on others, tending to allow him/herself to be guided by them. He/she is therefore not very motivated to work in competitive environments and may appear uninterested in occupying important positions, either in formal terms or in informal groups created within the organisation. Page 6 of 11

7 Competence The Competence macro factor regards the tendency to pursue the constant goal of self-improvement and skill development so as to achieve full command of the activities carried out. It considers five different dimensions, which indicate the person s motivational driving forces from the point of view of the climate at work (Psychological climate), the ethical principles adopted by the organisation (Ethics), the level of freedom granted to him/her in the performance of his/her job (Freedom/Flexibility), the level of growth and training offered (Self-realisation/Growth) and the need, inherent to his/her position, to interact with colleagues and clients (Internal and external client). Competence 111 Organizational climate 105 Ethics 101 Autonomy 110 Self development 106 Customer orientation and team work MEDIUM MEDIUM MEDIUM HIGH HIGH As regards the importance the person attributes to the psychological climate, the score obtained indicates that he/she considers it to be important to work in a friendly climate, of which he/she feels him/herself to be an active part and which satisfies him/her. As regards ethics, he/she considers it to be important, but not fundamental, to act in keeping with his/her moral principles at work. He/she alternates moments of tolerance for others with intolerance regarding possible negative behaviour in the workplace. The score achieved on the Freedom/Flexibility scale indicates that the person is attracted by workplaces that offer margins of flexibility such as flexible working hours and a certain degree of freedom and discretion in the performance of one s job. In fact, he/she feels motivated by tasks that require a high level of autonomy. Moreover, this individual works towards mastering his/her activities, tending to improve them. Since he/she seems gratified by the possibility of using his/her skills to solve problems, he/she will seek to play an active role in his/her reference environment and as regards his/her journey of personal and professional development. This person tends to work as a part of a team and share his/her work with others. He/she is motivated to dedicate time to clients/users and considers it important to meet their Page 7 of 11

8 expectations and requests. Page 8 of 11

9 Stability The Stability macro factor refers to the combination of elements that encourage general stability in one s work. In fact, the five scales that it comprises regard the person s degree of interest in new and stimulating tasks (Interest), requirement for professional security (Security), desire for general convenience and non-stressful work activities (Convenience), focus on physical working conditions (Physical environment) and guarantees for a satisfactory balance between work and his/her private life (Work/home balance). Stability 96 Interest 104 Security 104 Convenience 91 Physical environment 109 Worklife balance MEDIUM MEDIUM MEDIUM HIGH HIGH This person is fairly motivated to take on new and stimulating work situations, although at times he/she may also accept routine and repetitive tasks. He/she appears quite motivated to achieve a stable position, preferably with a permanent contract and guaranteed salary. However, he/she is also able to tolerate a little uncertainty regarding his/her future. The test result also indicates that he/she is not very motivated to work in convenient contexts (that is to say limited pressure in terms of results, office near home, little or no need to travel ), instead preferring more pressing contexts, which he/she finds more stimulating. The physical working conditions are considered important, given that the person places a lot of emphasis on working in an environment with optimum physical conditions. Lastly, we can state that he/she is willing to sacrifice time dedicated to his/her private life and interests to perform his/her work-related duties. A job that leaves little time for activities outside work and personal relationships does not have too much of a negative effect on his /her motivation. Page 9 of 11

10 3. Extrinsic and intrinsic motivation indices Extrinsic motivation index 99 Intrinsic motivation index MEDIUM HIGH The motivational profile shows that the person does tend to make a big effort in work -related activities for purposes that are extrinsic to the activity itself, but not exclusively: receiving benefits, recognition, incentives, progressing to the top or fulfilling needs such as financial security, peace of mind or comfort and safeguarding his/her private life and free time are important driving forces, but not fundamental. Instead, he/she focuses heavily on work-related activities when he/she finds them to be stimulating and gratifying and he/she feels able to work in freedom, to experience the work environment in a positive fashion and has the conviction of becoming more and more competent. Definitively speaking, in the performance of his /her job and/or during possible moments of change in his/her professional life, the person primarily works due to a taste for the challenge intrinsic to objectives and the pursuit of personal and professional self-realisation, only subsequently looking at benefits of a more material nature. Page 10 of 11

11 Answer matrix # R # R # R # R # R # R # R # R # R # R Page 11 of 11