High Egocentric Subordinate
People who measure high on the egocentric dimension are motivated by recognition and rewards for their achievement. The are energized by praises and flattery and also motivated by important and challenging tasks, positive feedback for a job well done, opportunities to take charge, and opportunities for promotion. We can motivate a person who measure high on the egocentric dimension, by the following means:
- Satisfy his esteem needs;
- Fan his ego appropriately;
- Give him the recognition due to him;
- Set challenging targets and if he meets them give him the appropriate reward;
- Do not bring him down in front of others;
- Make him feel that the job he is doing is important;
- Give him a job that requires him to take charge;
- Praise him for a job well done;
- If he performs well, give him an award such as the best worker for the month;
- Make him feel that he is valued and plays an important role in your unit;
- Thank him for a job well done;
- Listen more than you talk;
- Highlight his achievements before you counsel him;
- Encourage him to increase his targets;
- Manipulate your ideas to become his ideas.
Low Egocentric Subordinate
We may motivate a person who measure low on the egocentric dimension by the following means:
- Build up his confidence;
- Help him to overcome his fears;
- Encourage him to talk more;
- Help him to overcome his shyness;
- Do not put him down in front of others;
- Give him assurances in doing a job;
- Pat him for doing a good job;
- Send him for an assertiveness program.
High Sociocentric Subordinate
People who measure high on the sociocentric dimension are excited working in teams and building teams. They enjoy working towards a harmonious working relationship. They love raising funds to help the less fortunate. They like public relations and customer relations jobs. They are enthusiastic doing jobs dealing with people. To motivate them, we may do the following:
- Win his heart;
- Build a good rapport with him;
- Show care and concern for his welfare;
- Treat him like a friend;
- Be sensitive to his feelings;
- Help him to handle problems;
- Give him support to get the job done;
- Place him in jobs where teamwork is required;
- Celebrate with him for a job well done;
- Trust him appropriately to do a good job;
- Be empathetic and sympathetic with his grievances;
- Promote a sense of belonging in your unit;
- Listen with your heart when you communicate with him;
- Share his joys and sorrows;
- Share his interests.
Low Sociocentric Subordinate
People who measure low on the sociocentric dimension may be motivated in the following ways:
- Give him a job where he can work alone;
- Encourage him to mix around;
- Assign work with little social interactions.
High Security Subordinate
People who measure high on the security dimension enjoy administrative duties and paperwork. They are enthusiastic in doing system and process improvements. They enjoy organizing social activities and functions and they love opportunities to work with concrete facts, processes and operations. They are motivated by monetary rewards. They prefer to do safe and routine work. They may be motivated in the following ways:
- Satisfy his security needs;
- Assign work dealing with details;
- Give precise and clear instruction;
- Use the formal channels in assigning his work;
- Involve him with routine and administrative work;
- Give him support and assistance with work related problems;
- Design systems, operational procedures and workflows to guide his work;
- Be an autocratic coach for work he lacks the know-how for.
Low Security Subordinate
People who measure low on the security dimension love ppportunities to make use of their creative potentials and they are excited doing innovative activities. They like to be empowered and given a free hand to make decisions in carrying out their duties and responsibilities. They enjoy traveling and are motivated to do fieldwork. They enjoy implementing change strategies. They may be motivated in the following ways:
- Assign jobs that are not routine, for example field work;
- Empower him to do the job he knows well;
- Get him involved in brainstorming.
High Self-actualizing Subordinate
People who measure high on the self-actualizing dimension seek opportunities for growth and self development and job enrichment. They find great fulfillment in doing a good job. They are motivated by growth needs. They are self-motivated in carrying out their duties and responsibilities. They may be motivated in the following ways:
- Satisfy his growth needs;
- Send him for self-improvement courses;
- Delegate your responsibility to him followed by coaching;
- Trust him with important and urgent jobs;
- Enlarge his job scope;
- Move him around in your unit;
- Become his mentor;
- Encourage him to contribute ideas;
- Develop him to become an outstanding employee;
- Reward him appropriately with a job well done;
- Empower him for jobs he knows well;
- Involve him with quality improvement, work productivity and cost cutting measures.
Low Self Actualizing Subordinate
People who measure low on the self-actualizing dimension should first be counseled to help them self-actualize. They may be motivated by the following means:
- Build a good rapport with him;
- Identify his personal and work-related problems and help him to resolve them;
- Identify his dissatisfactions with the company and try to reduce his dissatisfactions within the boundaries of your authority.
If these fail, a last resort may be to give him or her a negative motivation to diminish and stop his or her deviant behavior.
High Manipulative Subordinate
People who measure high on the manipulative dimension have needs and wants that vary with the situation and across time. Their motivation is dependent on their needs, wants and desires which are inconsistent under different circumstances. We need to identify their motives behind their actions in order to motivate them.