Self Perception Inventory Tests and Results - Essay Example

Portfolio of Work - Seminar Self perception inventory tests and results The Self perception inventory tests determines the individual's behavioral type and assess how an individual behaves in a team oriented environment. The standard tool used for self perception tests is Self perception inventory developed by Meredith Belbin. Work aspect 360 degrees feedback from observers Individual Self assessment on their behavior Directions Self perception inventory has a set of 7 questions to analyze and identify behavioral trait towards team activities and roles. The roles are categorized as Team Worker, Chairman. Shaper, Plant, Resource Investigator, Monitor-Evaluator, Team worker, Completer-Finisher. For each question, the statement describing the correct behaviour relevant to the question is granted 10 points. Thresholds Points Interpretation 0-20 Roles to be avoided 30-60 Manageable Roles 70-100 Natural Roles Based on the scores interpretation, we can decide on the personal profiles with strong and weak team roles. Analysis of Self assessment scores Stronger roles Team Worker (18 points) Completer-finisher(16 points) Dominant Traits Team Worker Good Listeners Diplomats Resolves conflict Strengths Ability to respond and resolved conflicts Unwilling to take sides Hardworking Promotes team spirit Completer-Finisher Typical Characteristics Pain staking Orderly Anxious Conscientious Strengths Timely Follow-ups Perfectionism Weaker Traits Company Worker (4 points) Shaper(3 points) Company Worker Typical Characteristics Conservative, Duty bound Predictable behavior. Weaknesses Lack of Flexibility Reluctance towards implementing un proven ideas Shaper Typical Characteristics High spirit Dynamic and out going Weaknesses Impatient Frequent irritation Provocation towards other's ideas and suggestions. Source http://belbin.com Portfolio-Seminar 2 Topic -Motivation Motivation is the defined as a set of processes that moves a person toward a goal. Thus, motivated behaviors are voluntary choices controlled by the individual employee and initiated by managers. According to Scott (1995)"Motivation is a process of stimulating people to action to accomplish desired goals". Motivation is - Any influence that triggers, directs or maintains behavior - A process that account for an individual's intensity, direction and persistence of efforts towards attaining a goal. Interesting aspect of motivation Motivation has three distinct features It results from a fixed need It is goal directed It persist until the satisfaction of a need state occurs. In a Managerial perspective motivation is closely related to needs arising out of Self -esteem and Self actualization. Internal esteem factors like self respect, autonomy, achievement will act as an internal motivator for managers. Managers are also in need of external esteem factors such as status, recognition and attention in order to get refreshed and perform their work efficiently. Motivation also triggers self actualization which includes critical factors like growth, potential and self fulfillment. Motivation is a component of three fulfilled needs of affiliation, achievement and power. Task managers show high on achievement and power need and low on affiliation Hygiene factors-basic needs that will prevent dissatisfaction e.g. ventilation, normal temperature, pay, parking etc. Motivators, when present cause high levels of motivation. Work gets more interesting, advancement and growth becomes possible. Importance of Motivation for Managers The manager in an organization can be motivated by - Challenging assignments - Recognition. - Responsibility - Career growth Managerial motivation primarily depends on the type of reinforcement adopted by the manager namely Positive Reinforcement leading to rewards, Negative Reinforcement leading to punishments. Type of rewards can be external or internal namely Extrinsic-external rewards such as money, fringe benefits, job security Intrinsic-internal satisfaction outcomes derived from doing work- Satisfaction Managers are highly attracted by the intrinsic rewards and internal satisfaction that comes out of his work rather than monetary benefits. Managers play an important role in goal setting aspect by following some of the motivational techniques as listed below Assignment of specific, results oriented, moderately difficult goals, combined with adequate feedback will provide motivation to work (Goals must be ideally framed using SMART Technique) Encourage Employee participation in goal setting Induce positive reinforcement for receiving rewards on the accomplishment of goals Ensure and provide core competencies necessary for achievement of these goals Managers who are self motivated will accept to take up higher tasks and are more achievement oriented. Employees will be preferred to take lighter task first. Managerial motivation is closely related to growth need as represented in table below High consideration and low structure High Structure and high consideration Low structure and low consideration High structure and low consideration How difficult is Motivation Managers must know specific ways, by which they could help and motivate their subordinates. Some amongst them is - Money - Job design - Participative Management - Quality of work life - Behavioral modification - Others Money Money is understood to be a powerful motivator influencing financial cost parameter for more than one reason. In the first place money is fundamental for completion of a task The employee takes pay as a reward for his work, and the employer views it as a price for using the services of the employee. Second, as a medium of exchange, money is a vehicle by which employees can buy numerous need satisfying goods and services they desire. Third, money is considered as one of hygiene factors to improve maintenance factors and the efforts are directed towards motivation. Fourth, money also performs the function of a scorecard which employees assess the value that the organization places on their services and by which employees can compare their values to others. But, behavioral scientist thinks otherwise and suggests downgrade money as a motivator. They prefer, instead other techniques such as challenging jobs, goals, participation in decision-making and other non-monitory incentives for motivating employees. The conclusion is that money can motivate some people under some conditions. Pictorial flow diagram of Expectations based on motivation by giving rewards(Vroom's Expectancy theory) Terms Expectancy is the increase in belief that employees effort will lead to successful performance. Instrumentality increases the belief that performance leads to valued rewards Valence increases the expected value of outcomes resulting from desired performance Job design Job design involves the expertise and conscious efforts on the part of the management to organize tasks, duties and responsibilities into the unit of work in such a way that meets the needs of the employees and the organization. From the organization's perspective the way tasks and responsibilities are grouped can affect productivity and cost. Poorly designed jobs may lead to lower productivity, employee turnover, absenteeism, complaints, sabotage, unionization, resignations and other problems. It was Herzberg who conceived job design as an important instrument to motivate employees. Job enrichment First coined by Herzberg in his famous research with motivators and maintenance factors, job enrichment, has become a popular concept. A job is enriched when the nature of the job is exciting, challenging, and creative or gives the jobholder more decision making planning and controlling powers. Job rotation This involves shifting managers from one job to another. It reduces boredom and disinterest through diversifying the employee's activities. Managers with a wider range of skills give management more flexibility in scheduling work, adapting to changes, and filling vacancies. Some of the drawback of this method is that the training costs increases; work gets disrupted as managers take time to adjust to a new set-up, and it may demotivate intelligent and ambitious managers who seek specific responsibilities in their chosen specialty. Participation Managerial participation at all levels encourages and permits contributions to decisions, goals and plans along with suggestions on how these can be implemented. Participative management is compatible with motivation-hygiene and ERG theories of motivation. In terms of the two-factor theory, participative management could provide employees and managers with intrinsic motivation by increasing opportunities for growth, responsibility and involvement in the work itself. Similarly, the process of making and implementing a decision and then seeing how it works could satisfy the growth needs of the ERG theory. Quality of Work Life The term "quality of work life" means different things to different persons based on the difficult scenarios.. For eg, to a worker on an assembly line, it may just mean a fair day's pay, safe working conditions, and a supervisor who treats him with dignity. To a new entrant, it may mean opportunities for advancement, creative tasks, and a successful career. Factors favoring quality of work life - Adequate and fair compensation - A congenial working environment - Jobs aimed at developing and using employee skill and abilities - An environment in which employees develop self-esteem and a sense of identity. - Protection and respect for employee's rights to privacy and equity. - Work life balance of job career and family life and leisure time Motivation mainly depends on the below factors as below and the challenges are arising as a result of behavioral modification (Reinforcement theory) References W.J.Reddin. (1998). Effective management. druker, P. (1996). Effective executive. Read More