De-Motivation Index- Take the Test!

Robert W. Swaim
Posted: 03/01/2011

What kind of environment does your workplace foster? Take the De-Motivation Index test - based on Dr. Peter Drucker's theories on motivation - to find out.

Organizational De-Motivation Index

Instructions

1. Read each of the 12 statements below and check (x) on the scales where you feel your organization is, from 1 (Never Occurs) to 9 (Always Occurs).

2. Total your scores and refer to the scoring key to determine your organization’s "De-Motivation Index."

My organization:

1. Creates a company environment of internal politics as the way to get promoted.

1 2 3 4 5 6 7 8 9

[ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ]

Never Occurs to Sometimes Occurs Often to Always Occurs

Very Seldom

2. Promotes destructive internal competition between workers.

1 2 3 4 5 6 7 8 9

[ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ]

Never Occurs to Sometimes Occurs Often to Always Occurs

Very Seldom

3. Changes the rules in the middle of a project.

1 2 3 4 5 6 7 8 9

[ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ]

Never Occurs to Sometimes Occurs Often to Always Occurs

Very Seldom

4. Creates unclear expectations regarding employee’sperformance and results.

1 2 3 4 5 6 7 8 9

[ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ]

Never Occurs to Sometimes Occurs Often to Always Occurs

Very Seldom

5. Creates a bureaucracy of forms and reports and unnecessary rules for individuals to follow.

1 2 3 4 5 6 7 8 9

[ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ]

Never Occurs to Sometimes Occurs Often to Always Occurs

Very Seldom

6. Over manages (tells what to do, how to do, and controls) vs. leading and does not allow autonomy.

1 2 3 4 5 6 7 8 9

[ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ]

Never Occurs to Sometimes Occurs Often to Always Occurs

Very Seldom

7. Withholds information that individuals need to perform their jobs, lying, and claiming it’s a misunderstanding.

1 2 3 4 5 6 7 8 9

[ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ]

Never Occurs to Sometimes Occurs Often to Always Occurs

Very Seldom

8. Takes time from people by having them attend unproductive meetings.

1 2 3 4 5 6 7 8 9

[ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ]

Never Occurs to Sometimes Occurs Often to Always Occurs

Very Seldom

9. Emphasizes criticism and negative feedback vs. recognition and positive feedback.

1 2 3 4 5 6 7 8 9

[ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ]

Never Occurs to Sometimes Occurs Often to Always Occurs

Very Seldom

10. Tolerates poor performance of others so that high performing people feel taken advantage of.

1 2 3 4 5 6 7 8 9

[ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ]

Never Occurs to Sometimes Occurs Often to Always Occurs

Very Seldom

11. Treats people unfairly and show favoritism to a select few.

1 2 3 4 5 6 7 8 9

[ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ]

Never Occurs to Sometimes Occurs Often to Always Occurs

Very Seldom

12. Underutilizes the capabilities of people and inhibits their personal growth.

1 2 3 4 5 6 7 8 9

[ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ]

Never Occurs to Sometimes Occurs Often to Always Occurs

Very Seldom

Total your score and refer to the "De-Motivation Scoring Matrix" below.

TOTAL SCORE ________

SCORES

INTERPRETATION

YOUR POSSIBLE ACTION

12-24

Very Positive & Motivating Environment

No action necessary on your part. You are lucky to be in this type of organization.

25-36

Good & Motivating Environment

Maybe not everything you would like but still a conducive working environment.

37-47

Fair Motivating Environment

Still a pretty good place to work as long as you feel your talents are being utilized and you are growing personally.

48-60

Occasionally De-motivating Environment

Can be irritating at times, but if you can still perform the way you want to and are happy with your compensation, overlook some of the small things.

61-72

Getting To Be a De-motivating Environment

You are probably beginning to lose some sleep over this. Where did you score over "5" and can you do something to change this?

73-84

De-motivating Environment

You are probably not performing the way you want to because of too many of these distractions. Your health and personal life can suffer if the situation does not improve. Seriously consider leaving when the right opportunity presents itself. Start a consulting business on the side.

85-96

Very De-motivating Environment

Update your resume and start looking for a new job unless you believe in miracles and the situation will improve soon.

97-108

The Worst of All Possible Situations

Why are you still there?

If you are still uncertain as to what action to take, answer the questions below.

Putting You Over the Top

If your score was 72 or higher, answer the additional questions below. This may help you in reaching a decision in terms of how long you should remain committed to your organization.

The person I directly report to and the management team he/she is part of:

1. Cannot be trusted and relied on – has no integrity of character.

1 2 3 4 5 6 7 8 9

[ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ]

Cannot Be Trusted Sometimes Trusted Often to Always Be Trusted

Has No Intregrity Has Some Integrity & Always has Integrity

2. Is inconsistent – goes in the direction that the political wind is blowing.

1 2 3 4 5 6 7 8 9

[ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ]

Very Inconsistent Somewhat Inconsistent Often to Always Inconsistent

3. Tries to pretend to be somebody they are not and wants to be popular.

1 2 3 4 5 6 7 8 9

[ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ]

Seldom Pretends Sometimes Pretends Often to Always Pretends

4. Does not set the right example and cannot be taken seriously.

1 2 3 4 5 6 7 8 9

[ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ]

Does Not Set Example Sometimes Sets Often to Always Sets

& Not Taken Seriously Example Example & Taken Seriously

5. Does not encourage the contributions, ideas, and opinions of others when making important decision

1 2 3 4 5 6 7 8 9

[ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ]

Never Encourages Sometimes Encourages Often to Always Encourages

6. Does not respect the knowledge of others.

1 2 3 4 5 6 7 8 9

[ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ]

Never Respects Sometimes Respects Often to Always Respects

7. Takes, but does not give credit for results.

1 2 3 4 5 6 7 8 9

[ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ]

Always Takes & Sometimes Takes Often to Always Gives

Never Gives & Gives & Seldom to Never Takes

8. Has no vision of the future and tries to make him/herself essential to the organization.

1 2 3 4 5 6 7 8 9

[ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ]

No Vision & Some Vision Has Vision &

Makes Essential & Some Essential Does Not Make Self Essential

9. Is unwilling to admit mistakes in front of his/her employees.

1 2 3 4 5 6 7 8 9

[ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ]

Unwilling Sometimes Willing Often to Always Willing

10. Does not share information that would be useful to others or explain the reasons for decisions he/she makes.

1 2 3 4 5 6 7 8 9

[ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ]

Never Shares Sometimes Shares Often to Always Shares

Or Explains & Explains & Explains

11. Is unwilling to change his/her mind even when someone else comes up with a good idea.

1 2 3 4 5 6 7 8 9

[ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ] [ ]

Unwilling Sometimes Willing Often to Always Willing

Total your score and refer to the "Over the Top Scoring Matrix" below.

TOTAL SCORE ________

SCORES

INTERPRETATION

YOUR POSSIBLE ACTION

77-99

Your immediate environment is ok.

You and your boss are in the same boat. Can you work together to try to change things?

66-76

Things could be better.

How can you work together to try to make your organizational life more tolerable and survive?

44-66

On shaky ground.

What is the chance of someone recognizing the real problem and removing him/her? If chances are not good – make plans to move.

34-43

One rotten barrel can spoil the apple.

Get out before you do something stupid like killing your boss.

11-33

You are over the top!

If you didn’t know what to do before, now you know – get out!

Copyright © Robert W. Swaim, Ph.D. (2004). All Rights Reserved.

Where the Rubber Hits the Road

Investigate where you scored 5 or over in Part I, or 5 or under in Part II. This will provide some insights as to how motivating or de-motivating your organizational environment is and what changes may be necessary.

Your Actions as the Manager

Refer to the statements in both parts of the De-motivation Index. These were management actions that Drucker felt contributed to employee de-motivation. Which actions do you need to change to create a more positive and motivating environment?

**Human Resources IQ is interested in learning about your test results. Please email us your results at katherine.mehr@humanresourcesiq.com

First published on www.processexcellencenetwork.com.

Robert W. Swaim
Posted: 03/01/2011

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