Worker Motivation in Fire Service - Research Paper Example

Worker Motivation in Fire Service Table of Content List of Figures Figure 1: The best work environment or culture in which you are most productive and happy: 10 Figure 2: If you are to receive a workers award three years from now, what award it will be? 11 Figure 3: Why do you think you receive the award? 12 Figure 4: What are the circumstances under which you are receiving the award? 13 Figure 5: What type of workforce are you? 14 Figure 6: What goals, including career goals, have you set for your life? 15 Figure 7: At the end of your work life, what must have been present for you to feel as if you had a successful career? 16 Figure 8: Describe a work situation in which you can demonstrate that you motivated other person: 17 Figure 9: How would you define "success" for your career? 18 List of Tables Table 1: The best work environment or culture in which you are most productive and happy: 19 Table 2: If you are to receive a workers award three years from now, what award it will be? 20 Table 3: Why do you think you receive the award? 21 Table 4: What are the circumstances under which you are receiving the award? 21 Table 5: What type of workforce are you? 22 Table 6: What goals, including career goals, have you set for your life? 22 Table 7: At the end of your work life, what must have been present for you to feel as if you had a successful career? 23 Table 8: Describe a work situation in which you can demonstrate that you motivated other person: 24 Table 9: How would you define "success" for your career? 25 Introduction Significance of the Study This topic on worker motivation in fire service was chosen to determine the relevance of motivation and how it affects the performance in the fire service. This attracts the policy makers, agencies and stakeholders because productivity is important to them and they find the need for motivation to enhance productivity. Implications for the policy makers, agencies, and stakeholders Motivation is the willingness of the worker to exert and maintain an effort towards reaching the organizational goals. These workers’ performance is dependent on motivation. The availability of resource together with the presence of the workers competence are critical, however, not enough to assure that the desired worker performance will be achieved. Even monetary incentives are not sufficient to motivate workers. Worker motivation is a complex process. It is found to cross many disciplinary boundaries. There are several layers of influences upon worker motivation. These are the internal individual-level determinants. These are said to operate at organizational level. There are also determinants arising from the interactions with the broader societal culture. Worker motivation will be affected by reforms which potentially affect organizational culture, reporting structures, human resource management, channels of accountability, types of interactions with clients and communities, etc. Overview of Concepts and Theories Several unifying theories have been offered to explain aspects of motivation. Early theorists such as Clark Hull proposed that it fundamentally involves an attempt to reduce drives. Donald Hebb and Daniel Berlyne proposed a more flexible idea, that all motivational states involve an attempt to maintain an optimal level of arousal. By positing that organisms exhibit behaviors that decrease arousal when it is too high and increase it when it is too low, arousal theory accounts for the fact that humans and other animals will work to expose themselves to exciting stimuli (for example, skydiving or watching horror movies). More recently, Richard Solomon developed the opponent process theory. It proposes that acquired motivations involve a primary motivational state that is either intensely positive or intensely negative, and a subsequent secondary state that is in the opposite direction to and outlasts the primary state. With repeated exposure to triggering stimuli, this secondary state becomes stronger. Opponent-process theory is consistent with reports from sky divers that repeated dives result in a diminution of early terrors and a gradual predominance of exhilaration. These views do not explicitly address the role in motivation of the cognitive processes characteristic of human beings. These processes have been considered by many theorists, beginning with Sigmund Freud, who argued that human behavior is driven by a biological drive for bodily pleasure, called eros. Freud suggested that expression of this motivation is regulated by morality and social reality and that motive are often sublimated into socially acceptable behaviors. Measuring motives in the imaginative stories people create in response to ambiguous pictures in his Thematic Apperception Test, Henry Murray concluded that behavior is motivated by 20 needs ranging from biological to cognitive to altruistic. Abraham Maslow proposed instead that behavior is motivated by seven needs arranged in a hierarchy of motives, the highest being self-actualization—the need to realize one's full potential. Research has also identified a need for approval. In contrast to those with a low need for approval, people with a high need tend to agree with others' opinions even if they know the opinions are wrong and behave differently when they know they are observed from when they do not know this. Another important human motivation is need for achievement. McClelland D., (1985), found that the development of achievement motivation is affected by the willingness of parents to foster their children's independence and reward their successes. Other research indicates that people with high achievement need tend to choose tasks of intermediate difficulty, either because they prefer a moderate probability of highly valued success or because performance on an intermediate task is more informative about their competence. People with a low achievement need tend to select either very easy or very hard tasks, resulting in either a high probability of success or an absence of blame for failure. Weiner (1986), has emphasized that people with high achievement need attribute both success and failure to internal factors, whereas people with low achievement need attribute success to external and failure to internal factors. This would explain why people with high achievement need persist even in the face of failure, whereas people with low need tend to give up relatively easily. There are ways in which worker motivation is influenced. The fire service reform can positively affect worker motivation. Among others, the fire service policy makers can better facilitate goal congruence (between workers and the organizations they work for) and improved worker motivation by considering the following in their design and implementation of health sector reforms: addressing multiple channels for worker motivation, recognizing the importance of communication and leadership for reforms, identifying organizational and cultural values that might facilitate or impede implementation of reforms, and understanding that reforms may have differential impacts on various cadres of health workers. The hypothesis in the survey is that the workforces interviewed are motivated, however, with some issues to be given attention to. Methodology The term methodology refers to the way in which we approach problems and seek answers. Jankowicz (1995, 2000) says that a methodology is analysis of, and rational for, the particular method or methods used in a given study, and in that type of study in general. Research methodology refers to the research process, the procedural framework within which the research is conducted. This methodology is defined by Leedy (1989, cited by Remenyi et al, 1998, p. 28) as 'an operational framework within which the facts are placed so that their meaning may be seen more clearly'. Research Design The methods used in this study are survey and meta-analysis of the existing literature on the worker motivation. For the purpose of survey, a questionnaire was developed from the existing literature. A questionnaire is essentially a data capture instrument. It lists all the questions to which the researcher wants the respondents to answer, and it records the response of the interviewee. Paul Hague (1993) recognizes two main purposes of questionnaires: to draw accurate information from the respondent; the questionnaire is to provide a standard format on which facts, comments and attitudes can be recorded. Research Gained Access Questionnaires are a useful research tool when a large samples or even a population need to be surveyed. This is because each person is asked to respond to the same set of questions, this provides an efficient way of collecting responses from a large sample of people. Other advantages of questionnaires are that they require less skill and sensitivity to administer than interviews and they reduce the possibility of interviewer bias. For validation purposes, the researcher initially submitted a sample of the set of guide questions and after approval; the interview was then conducted with two respondents. After the questions were answered, the researcher asked the respondents for any suggestions or any necessary corrections to ensure further improvement and validity of the instrument. The researcher again examined the content of the interview questions to ascertain the reliability of the instrument. The researcher excluded irrelevant questions and changed words that were deemed difficult by the respondents. The researcher excluded the two respondents who were initially used for the validation of the instrument. The researcher also tallied, score and tabulate all the responses in the provided interview questions. Primary data The primary source of data was derived from a researcher-made interview by using questionnaire with 30 fire services personnel in British fire service industry Secondary data The secondary sources of data came from published articles, social science journals, theses and related studies on work motivation and fire services. Samples A total of 100 questionnaire were distributed among fire service personnel in British fire service industry. Only 30 participants returned the survey questionnaire with response rate of 30%. After scrutinizing, the valid returned questionnaires were found to be 27 making 27% effective response rate. Methodological problems The methodological problems are the limited literature on worker motivation in the fire service and the limited time for the survey. The researcher was able to overcome these problems by being patient and working double time. Presentation of results Results of questionnaires are presented in appendices Graphical Representation Figure 1: The best work environment or culture in which you are most productive and happy: Figure 2: If you are to receive a workers award three years from now, what award it will be? Figure 3: Why do you think you receive the award? Figure 4: What are the circumstances under which you are receiving the award? Figure 5: What type of workforce are you? Figure 6: What goals, including career goals, have you set for your life? Figure 7: At the end of your work life, what must have been present for you to feel as if you had a successful career? Figure 8: Describe a work situation in which you can demonstrate that you motivated other person: Figure 9: How would you define "success" for your career? Frequency Tables Table 1: The best work environment or culture in which you are most productive and happy: Frequency Percent Valid Percent Cumulative Percent Valid Output-oriented 7 25.9 25.9 25.9 All of the workforce is playing well with others / developing effective work relationships 9 33.3 33.3 59.3 Pleasant and comfortable environment where everyone in the workplace is efficient and productive 11 40.7 40.7 100.0 Total 27 100.0 100.0 Table 2: If you are to receive a workers award three years from now, what award it will be? Frequency Percent Valid Percent Cumulative Percent Valid Most industrious 7 25.9 25.9 25.9 Most productive 12 44.4 44.4 70.4 Loyalty award 8 29.6 29.6 100.0 Total 27 100.0 100.0 Table 3: Why do you think you receive the award? Frequency Percent Valid Percent Cumulative Percent Valid You are the best in the award category 11 40.7 40.7 40.7 You work efficiently and effectively 16 59.3 59.3 100.0 Total 27 100.0 100.0 Table 4: What are the circumstances under which you are receiving the award? Frequency Percent Valid Percent Cumulative Percent Valid Being recognized by others for your work 7 25.9 25.9 25.9 Exemplary work 17 63.0 63.0 88.9 Regular schedule of giving award 3 11.1 11.1 100.0 Total 27 100.0 100.0 Table 5: What type of workforce are you? Frequency Percent Valid Percent Cumulative Percent Valid Focused 5 18.5 18.5 18.5 Disciplined 9 33.3 33.3 51.9 Unmotivated / unchallenged 7 25.9 25.9 77.8 Miserable at work 2 7.4 7.4 85.2 Never feel good about heading to work 2 7.4 7.4 92.6 Not in control 2 7.4 7.4 100.0 Total 27 100.0 100.0 Table 6: What goals, including career goals, have you set for your life? Frequency Percent Valid Percent Cumulative Percent Valid Work on a variety of different things by using different knowledge talent and skills 6 22.2 22.2 22.2 Opportunity to advance in career 12 44.4 44.4 66.7 Fulfillment of a rewarding life 9 33.3 33.3 100.0 Total 27 100.0 100.0 Table 7: At the end of your work life, what must have been present for you to feel as if you had a successful career? Frequency Percent Valid Percent Cumulative Percent Valid Security wherein the financial responsibilities are taken care of 10 37.0 52.6 52.6 Achievement by accomplishing something significant 5 18.5 26.3 78.9 Mastery by becoming very good at something 2 7.4 10.5 89.5 Freedom to do what you want and when you want 1 3.7 5.3 94.7 Fulfillment of a rewarding life 1 3.7 5.3 100.0 Total 19 70.4 100.0 Missing System 8 29.6 Total 27 100.0 Table 8: Describe a work situation in which you can demonstrate that you motivated other person: Frequency Percent Valid Percent Cumulative Percent Valid Positive working environment 8 29.6 29.6 29.6 Handling peer pressure / workplace politics 7 25.9 25.9 55.6 Systematic handling of work problems 10 37.0 37.0 92.6 Better learning 2 7.4 7.4 100.0 Total 27 100.0 100.0 Table 9: How would you define "success" for your career? Frequency Percent Valid Percent Cumulative Percent Valid Developed the right attitude 7 25.9 25.9 25.9 Developed confidence 7 25.9 25.9 51.9 Achieved goals in Life 13 48.1 48.1 100.0 Total 27 100.0 100.0 Analysis Comment on results The questionnaires used can be found in the appendices. Result of the survey revealed that, as shown below, that the best work environment or culture in which the respondents are most productive and happy is when there is pleasant and comfortable environment where everyone in the workplace is efficient and productive. None of the techniques will produce sustained motivation unless the goals are realistic for the learner. When the interviewees are asked if they are to receive a workers award three years from now, what award it will be? Majority of them believed that it would be on productivity award. Many of the respondents believed that they received this award as an incentive for their effectiveness and efficiency. When the respondents were asked why do they think they receive the award, they believe that they received the award because they worked efficiently and effectively. When asked on what are the circumstances under which they are receiving the award, majority believed they are receiving the award for their exemplary work. While some believed that these award was given since they are being recognized by others for your work. Many of the workforce look at himself / herself as disciplined. But there are almost equal number of respondents who said that the are unhappy / uncontested. Internal motivation such as this is longer-lasting and more self-directive than is external motivation, which must be repeatedly reinforced by praise or concrete rewards. There are persons who have little capacity for internal motivation and must be guided and reinforced constantly. The use of incentives is based on the principle that learning occurs more effectively when the person experiences feelings of satisfaction (Franco, et al. (2002). However, caution should be considered in using external rewards when they are not absolutely necessary. Their use may be followed by a decline in internal motivation. The goals of the majority that they have set for their life is the opportunity to advance in their life. Majority of those interviewed aim for advancement in life. They want to augment their current status, for example, increased income, promotion to higher position, enhance social status, added expertise, and much other advancement in life. The fire service employee determines the work situation in which they think that they have demonstrated that they motivated other person is during a work situation wherein there is a systematic handling of work problems. When the problems in the workplace are addressed systematically, the employee believes that he / she was able to motivate his / her co-workers. The workers define success for their career when they have achieved their goals in life. Achieving the goal(s) in life of a person is one internal motivation that will push that person to do his / her best in order to achieve that goal(s). Conclusion Results analysis The goal of this study was to explore the fire service personnel perspective on motivation by exploring successful motivation techniques and determining important factors that decrease motivation. Taken together, the findings of this study emphasize that motivation can be heavily influenced by workers’ success for their career when they have achieved their goals in life. Achieving the goal(s) in life of a person is one internal motivation that will push that person to do his / her best in order to achieve that goal(s). Results comparison We conclude our study of the motivation among fire service personnel with some reflections about motivation and de motivation factors. This study found that the goal of fire service personnel is the opportunity to advance in their life. Fire service personnel want to augment their current status, for example, increased income, promotion to higher position; enhance social status, added expertise, and much other advancement in life. Since the employer usually is a governmental agency, the motivations for professionals include pension plans usually offering retirement after 20 or 25 years of service, plus numerous fringe benefits. These include excellent sick leave, full-pay disability benefits, vacation benefits, health insurance that usually covers the family, and clothing allowances. Psychological stress, physical overexertion, and several other factors present in the work environment of fire service personnel likely contribute to decrease motivation. The smoky environment in which this physically demanding work often takes place subjects fire service personnel to become de motivated. Limitations and implications for future research The results of this study merely highlight trends in current opinions and should not be interpreted in other ways. By asking current professionals in the field about their opinion, the foregoing trends could be identified. However, the current research should not be interpreted as a representative sample of the overall population of Fire service personnel worldwide. The sample chosen for the questionnaire was a sample of convenience due to the busy schedule of Fire service professionals. The trends expressed in the current research should be followed up with case studies or ethnographic analyses to create a more thorough picture of the Fire service personnel perspective. Bibliography Bakke, D. (2005). Joy at work: A revolutionary approach to fun on the job (1st ed.). Seattle, WA: PVG. Covey, S. R. (1990). The seven habits of highly effective people: Restoring the character ethic. New York: Simon and Schuster. Deci, E. L., Connell, J. P., & Ryan, R. M. (1989). Self-determination in a work organization. Journal of Applied Psychology, 74(4), 580-590. Deci, E. L., Koestner, R., & Ryan, R. M. (1999). A meta-analytic review of experiments examining the effects of extrinsic rewards on intrinsic motivation. Psychological Bulletin, 125(6), 627-668. Deckop, J. R., & Cirka C. C. (2000). The risk and reward of a double-edged sword: Effects of a merit pay program on intrinsic motivation. Nonprofit and Voluntary Sector Quarterly, 29(3), 400-418. Deming, W. E. (1988). Out of the crisis: Quality, productivity, and competitive position. Cambridge, UK: Cambridge University Press. Drucker, P. F. (1999). Management challenges for the 21st century (1st ed.). New York: HarperBusiness. Dunn, S. C. (2001). Motivation by project and functional managers in matrix organizations. Engineering Management Journal, 13(2), 3-9. Ellemers, N., De Gilder, D., & Haslam, S.A. (2004). Motivating individuals and groups at work: A social identity perspective on leadership and group performance. Academy of Management Review, 29(3), 459-478. Franco, Lynne Miller, Bennet, Sara and Kanfer, Ruth. 2002. Health sector reform and public sector health worker motivation: a conceptual framework. Social science & medicine, vol. 54, no. 8, pp. 1255-1266. Frey, B. S. (1997). Not just for the money: An economic theory of personal motivation. Cheltenham, UK: Edward Elgar. Gagne, M., & Deci, E. L. (2005). Self-determination theory and work motivation. Journal of Organizational Behavior, 26(4), 331-362. Donald Hebb, and Donderi, D., (1994). Textbook of Psychology, 4th ed rev, Dubuque, Iowa: Kendall Hunt (4th edition, Erlbaum, 1987).. Huszczo, G. E. (2004). Tools for team leadership: Delivering the X-factor in team excellence (1st ed.). Palo Alto, CA: Davies-Black Pub. Jankowicz, A. D. (1995) Business Research Projects, 2nd edn. London: Chapman and Hall. Jankowicz, A. D. (2000) Business Research Projects, 3rd edn. London: Chapman and Hall. Latham, G. P., & Locke, E. A. (1991). Self-regulation through goal setting. Organizational Behavior and Human Decision Processes, 50(2), 212-247. Leary-Joyce, J. (2004). Becoming an employer of choice: Make your own organisation a place where people want to do great work. London: Chartered Institute of Personnel and Development. Lewis, J. P. (2003). Project leadership. New York: McGraw-Hill. Locke, E. A. (1996). Motivation through conscious goal setting. Applied & Preventive Psychology, 5(2), 117-124. Luecke, R. (2004). Creating teams with an edge: The complete skill set to build powerful and influential teams. Boston: Harvard Business School Press. Maslow, A. H. (1954). Motivation and personality (1st ed.). New York: Harper. McClelland, D. (1985). Human motivation. New York: Scott, Foresman. Paul N. Hague (1993).Interviewing (Market Research). Kogan Page Ltd Peters, T. J., & Waterman, R. H. (1983). In search of excellence: Lessons from America's best-run companies. New York: Warner Books. Planning and Evaluation Resource Center. Retrieved November 29, 2008 from http://www.evaluationtools.org/plan_data_collect.asp Project Management Institute. (2004). A guide to the project management body of knowledge (PMBOK® guide). Newtown Square, PA: Author. Project Management Institute. (2006, October). PMI fact file. PMI Today, p. 4. Remenyi, D., Williams, B., Money, A. and Swartz, E. (1998) Doing Research in Business and Management: An Introduction to Process and Method. London, Sage Publications. Schwalbe, K. (2004). Information technology project management (4th ed.). Boston: Course Technology. Sirota, D., Mischkind, L. A., & Meltzer, M. I. (2005). The enthusiastic employee: How companies profit by giving workers what they want. Upper Saddle River, NJ: Wharton School Publishing. Solomon, R. (1980), Emotions and Choice. In: Rorty, A. (1980), Explaining Emotions, Berkeley, University of California Press, 251-281 Tuckman, B. (1965). Development sequence in small groups. Psychological Bulletin, 63(6), 384-399. Wall, T. D., Corbett, J. M., Martin, R., & Clegg, C. W. (1990). Advanced manufacturing technology, work design, and performance: A change study. Journal of Applied Psychology, 75(6), 691-697. Weiner, B., (1986). An Attributional Theory of Motivation and Emotion. New York: Springer-Verlag. Welbourne, T. M., Andrews, S. B., & Andrews, A. O. (2005). Back to basics: Learning about employee energy and motivation from running on my treadmill. Human Resource Management, 44(1), 55. Wilipedia (n.d.). Quantitative research. Retrieved November 29, 2008 from http://en.wikipedia.org/wiki/Quantitative_research William M.K. Trochim. (2002). Qualitative Methods. Retrieved November 29, 2008 from http://www.socialresearchmethods.net/kb/qualmeth.htm Appendix 1. Survey Questionnaire Direction: Please tick on the box that best describes your answer: 1. The best work environment or culture in which you are most productive and happy:  Output-oriented  All of the workforce is playing well with others / developing effective work relationships  Pleasant and comfortable environment where everyone in the workplace is efficient and productive 2. If you are to receive a workers award three years from now, what award it will be?  Most industrious  Most productive  Loyalty award 3. Why do you think you receive the award?  You are the best in the award category  You work efficiently and effectively 4. What are the circumstances under which you are receiving the award?  Being recognized by others for your work  Exemplary work  Regular schedule of giving award 5. What type of workforce are you?  Energized  Focused  Disciplined  Happy  Unmotivated / unchallenged  Unhappy  Miserable at work  Never feel good about heading to work  Not in control 6. What goals, including career goals, have you set for your life?  Making money  Start something, make something happen  Work on a variety of different things by using different knowledge talent and skills  Opportunity to advance in career 7. At the end of your work life, what must have been present for you to feel as if you had a successful career?  Lifestyle with free time to pursue interests  Security wherein the financial responsibilities are taken care of  Achievement by accomplishing something significant  Mastery by becoming very good at something  Freedom to do what you want and when you want  Fulfillment of a rewarding life 8. Describe a work situation in which you can demonstrate that you motivated another person:  Positive working environment  Handling peer pressure / workplace politics  Systematic handling of work problems  Better learning 9. How would you define "success" for your career?  Developed the right attitude  Developed confidence  Achieved goals in Life  Bridged the gap  Came out of shell Appendix 2. Result of survey conducted. Direction: Please put a mark on the letter that best describe your answer. I N T E R V I E W E E Question 1 2 3 4 5 6 7 8 9 10 11 12 13 14 1. The best work environment or culture in which you are most productive and happy: a. output-oriented * * * * b. all of the workforce is playing well with others / developing effective work relationships * * * * c. pleasant and comfortable environment where everyone in the workplace is efficient and productive * * * * * * 2. If you are to receive a workers award three years from now, what award it will be? a. most industrious * * * b. most productive * * * * * * * c. loyalty award * * * * 3. Why do you think you receive the award? a. you are the best in the award category * * * * * * b. you work efficiently and effectively * * * * * * * * 4. What are the circumstances under which you are receiving the award? a. being recognized by others for your work * * * b. exemplary work * * * * * * * * * * c. regular schedule of giving award * 5. What type of workforce are you? a. energized b. focused * * c. disciplined * * * * * d. happy e. unmotivated / unchallenged * * * * f. unhappy g. miserable at work * h. never feel good about heading to work * i. not in control * 6. What goals, including career goals, have you set for your life? a. making money at something b. start something, make something happen c. work on a variety of different things by using different knowledge talent and skills * * * * d. opportunity to advance in career * * * * * * e. something significant f. mastery by becoming very good g. freedom to do what you want and when you want h. fulfillment of a rewarding life * * * * 7. At the end of your work life, what must have been present for you to feel as if you had a successful career? a. lifestyle with free time to pursue interests * * * b. security wherein the financial responsibilities are taken care of * * * * * c. achievement by accomplishing something significant * * d. mastery by becoming very good at something * * e. freedom to do what you want and when you want * f. fulfillment of a rewarding life * 8. Describe a work situation in which you can demonstrate that you motivated other person: a. positive working environment * * b. handling peer pressure / workplace politics * * * * c. systematic handling of work problems * * * * * * * d. better learning * 9. How would you define "success" for your career? a. developed the right attitude * * * b. developed confidence * * * * * c. achieved goals in life * * * * * * d. bridged the gap e. came out of shell I N T E R V I E W E E Question 15 16 17 18 19 20 21 22 23 24 25 26 27 Total 1. The best work environment or culture in which you are most productive and happy: a. output-oriented * * * 7 b. all of the workforce is playing well with others / developing effective work relationships * * * * * 9 c. pleasant and comfortable environment where everyone in the workplace is efficient and productive * * * * * 11 2. If you are to receive a workers award three years from now, what award it will be? a. most industrious * * * * 7 b. most productive * * * * * 12 c. loyalty award * * * * 8 3. Why do you think you receive the award? a. you are the best in the award category * * * * * 11 b. you work efficiently and effectively * * * * * * * * 16 4. What are the circumstances under which you are receiving the award? a. being recognized by others for your work * * * * 7 b. exemplary work * * * * * * * 17 c. regular schedule of giving award * * 3 5. What type of workforce are you? a. energized b. focused * * * 5 c. disciplined * * * * 9 d. happy e. unmotivated / unchallenged * * * 7 f. unhappy g. miserable at work * 2 h. never feel good about heading to work * 2 i. not in control * 2 6. What goals, including career goals, have you set for your life? a. making money at something b. start something, make something happen c. work on a variety of different things by using different knowledge talent and skills * * 6 d. opportunity to advance in career * * * * * * 12 f. something significant g. mastery by becoming very good h. freedom to do what you want and when you want i. fulfillment of a rewarding life * * * * * 9 7. At the end of your work life, what must have been present for you to feel as if you had a successful career? a. lifestyle with free time to pursue interests 3 b. security wherein the financial responsibilities are taken care of * * * * * 10 c. achievement by accomplishing something significant * * * 5 d. mastery by becoming very good at something * * 4 e. freedom to do what you want and when you want * * 3 f. fulfillment of a rewarding life * 2 8. Describe a work situation in which you can demonstrate that you motivated other person: a. positive working environment * * * * * 7 b. handling peer pressure / workplace politics * * 6 c. systematic handling of work problems * * * * 11 d. better learning * * 3 9. How would you define "success" for your career? a. developed the right attitude * * * * 7 b. developed confidence * * 7 c. achieved goals in life * * * * * * * 13 d. bridged the gap e. came out of shell Read More