womi standard report en

testClient code:

22/06/2012Test date:

FFTM9JP2Test code:

Name: abbruscato elvis

INTERPRETATIVE REPORT

Gabriele Giorgi, Vincenzo Majer

Gender male

Seniority of service (years) 12

Age at the time of taking the test 34

Position within the organisation TOP MANAGER

© 2010, Giunti O.S. Organizzazioni Speciali - Firenze

WOMIinterpretative report Test code:

Client code:

FFTM9JP2

test

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 .


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1. General profile

Macro factors Raw score Standardised

score

Reward 21 109

Success 16 75

Competence 33 119

Stability 24 119

Factors Raw score Standardised

score

Career 24 107

Status 16 81

Remuneration 23 116

Feedback 19 123

Management 23 95

Activity 12 110

Achievement 13 66

Dominance 14 54

Organizational climate 20 122

Ethics 36 114

Autonomy 29 110

Self development 43 119

Customer orientation and team work 39 124

Interest 20 125

Security 35 128

Convenience 20 95

Physical environment 25 125

Worklife balance 19 97


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Graphic profile

MEDIUM LOW MEDIUM MEDIUM HIGH HIGHLOW

80 95 105 120

Reward 109

Success 75

Competence 119

Stability 119

Career 107

Status 81

Remuneration 116

Feedback 123

Management 95

Activity 110

Achievement 66

Dominance 54

Organizational climate 122

Ethics 114

Autonomy 110

Self development 119

Customer orientation and team work

124

Interest 125

Security 128

Convenience 95

Physical environment 125

Worklife balance 97


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2. Motivational profile

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

Reward

Career

Status

109

107

81

Remuneration 116

MEDIUM LOW MEDIUM MEDIUM HIGH HIGHLOW80 95 105 120

Feedback 123

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 does not seem to prioritize occupying socially recognised and

high status positions.

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 very important. As a

result, we can deduce that, generally speaking, feedback or recognition relative to his /her work

greatly increases his/her motivation.


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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

Success

Management

Activity

75

95

110

Achievement 66


Dominance 54

As regards the dimensions measured by this macro factor, the test firstly shows that the

person may be fairly motivated by managerial roles, although at times the burden of

responsibility, necessarily entailed in managerial activities, appears to make itself felt a little.

Switching our focus to the Activity scale, the score indicates an individual who is inclined to

undertake new activities all the time and who appreciates very busy days. He/she could

therefore show an inclination to work in dynamic environments.

Continuing with the analysis, we see that the person in question shows a marked preference to

work in protected environments, that is to say predictable environments, characterised by a

limited risk, and which are therefore controllable. Because of this inclination, he/she does not

appear to be moved by the need to achieve challenging goals and targets, but may sometimes

run the risk of lacking in initiative, and shows a tendency to want to take on very few

responsibilities.

Lastly, the test shows that he/she is not very motivated or even de-motivated by working in

competitive environments. In fact, generally speaking he/she does not tend to be a leader and

follows others quite passively, rather than tending to persuade them. He/she may therefore not

appear interested in occupying important positions, either in formal terms or in informal groups

created within the organisation.


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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

Competence

Organizational climate

Ethics

119

122

114

Autonomy 110


Self development 119

Customer orientation and

team work

124

As regards the importance the person attributes to the psychological climate, the score

obtained indicates that he/she considers it to be fundamental to work in a friendly climate, of

which he/she feels him/herself to be an active part and which fully satisfies him/her.

As regards ethics, he/she considers it important to act in keeping with his /her moral principles

at work and finds it unpleasant having to lie or conceal any errors. He/she is also not very

tolerant of negative forms of behaviour which may arise in the company.

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 loves to work as part of a team and share his /her work with others. He/she is

motivated to dedicate time to clients/users and considers it very important to meet their


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expectations and requests.


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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

Stability

Interest

Security

119

125

128

Convenience 95


Physical environment 125

Worklife balance 97

Switching our attention to the Interest scale, the high score allows us to conclude that the

person is profoundly motivated to take on new and stimulating work situations. He/she avoids

routine and repetitive tasks, which are not considered to be very interesting.

He/she appears particularly motivated to achieve a stable position, with a permanent contract

and guaranteed salary.

The test result also indicates that he/she is not particularly 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), but is able to perform his/her duties correctly even if these elements are lacking.

The physical working conditions are considered fundamental: the person therefore considers it

necessary to work in an environment with optimum physical characteristics.

Lastly, we can state that he/she is moderately motivated to achieve a job that permits him/her

to live his/her personal life and private interests to the full. This means that he /she may

occasionally perform duties that leave little time for activities outside work and personal

relationships. In short, while an activity that permits him/her to dedicate time to his/her private

life motivates him/her sufficiently, a job that, on the contrary, leaves him/her with little time

could also not have too much of a negative effect on his /her motivation.


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3. Extrinsic and intrinsic motivation indices

MEDIUM HIGHLOW95 105

Intrinsic motivation index 105

107Extrinsic motivation index

“The motivation profile shows a condition of complex equilibrium and indicates that we find

ourselves faced with a decidedly complex individual in terms of motivational dynamics ,

inasmuch as there are multiple and decidedly varied motivational levers underlying his /her

personal professional investment.

In fact, the person makes a big effort in his work as regards aspects extrinsic to the activity

itself, such as benefits, recognition, incentives, career advancements, or the need to fulfil needs

relative to financial security, peace of mind or comfort and to safeguard his /her private life and

free time. However, at the same time, he/she also focuses hard on what he/she does, partly in

order to seek personal gratification and realisation; he/she feels as though he/she works in

freedom, experiences the workplace in a positive light and has the desire and determination to

become more and more competent.

Definitively speaking, we can state that, in the performance of his /her job and/or during possible

moments of change in his/her professional life, the person in question is driven to work by a

taste for the challenge intrinsic to objectives and the pursuit of self -realisation, but also, and in

equal measure, a strong desire to satisfy needs of a more extrinsic nature.


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Answer matrix

R# R# R# R# R# R# R# R# R# R#

51 22 23 54 55 46 57 18 19 310

111 212 413 114 315 116 317 518 219 520

421 522 423 524 325 526 427 328 329 530

431 532 533 134 335 536 137 538 539 440

241 142 343 544 145 246 547 548 249 550

251 152 153 154 155 256 357 558 159 260

361 262 363 264 565 566 567 268 569 370

571 472 173 374 575 576 577 178 579 580

481 382 183 584 585 586 587 188 489 490

591 592 593 294 595 496 297 598 199 1100

4101 5102 1103 5104 2105 5106 5107 1108 4109 5110


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