Workplace Behaviors And Motivators = What Makes Employees Tick

The more understanding that an individual has of these components the more likely they will be in setting appropriate goals and will work toward successfully reaching those goals.
 
Dec. 15, 2010 - PRLog -- By providing individuals with their work styles preferences and their hidden motivators, they have a complete picture of the motives and related actions that move them toward their individual career goals or cause resistance when setting goals.  

BEHAVIORAL ANALYSIS:
Behavioral analysis is a process that identifies work preferences and associated behavior and emotions.  Behaviors and emotions are observable.  They are the “how” of communicating (voice, words, body language and pace) and are the doorway to effective communication and understanding.  

VALUES ANALYSIS:
Workplace Motivators:  WHY people do what they do affects performance both on and off the job.  People can save time and energy by determining the specific area of importance of their Interests and Values.  You can measure a person’s VALUES from six general areas and show how work behavior may be affected.  Interests, attitudes and values focus on a person’s world view, their valuing of life.  They examine the passions that lead to action, help us understand how a person values (positive) or judges (negative) individual events and relationships as well as the world around them.  Interests, attitudes and values focus in on what causes a person to enjoy life and to be satisfied and determines how they will respond when communicating with others.  They are the referred to as the hidden motivators, and unlike behaviors and emotions, they usually are not directly observable by others.  

Contact us today at jnkmts@msn.com to take a complimentary personalized assessment!

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Management Training Systems, Inc. specializes in providing customized solutions for organizations in the areas of Strategic Management, Organizational Transformation, Building High Performing Teams and Personnel Selection.
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