What’s in a Role? - Stuart Reid...Stuart Reid ©Stuart Reid, 2015 SIGiST Scope •Introduction to...
Transcript of What’s in a Role? - Stuart Reid...Stuart Reid ©Stuart Reid, 2015 SIGiST Scope •Introduction to...
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Motivating Testers –
What’s in a Role?
Stuart Reid
©Stuart Reid, 2015
SIGiST
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Scope
• Introduction to Motivation
• Outline of the Motivation Survey
• Survey analysis and results
– What factors correlate best with motivation?
– Do existing theories work for testing?
– How does motivation change for different roles?
• Conclusions & recommendations
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Defining Motivation
• a reason or reasons for acting or behaving in a particular way - Oxford Dictionaries
• internal and external factors that stimulate desire and energy in people to be continually interested and committed to a job, role or subject, or to make an effort to attain a goal– http://www.businessdictionary.com
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Motivation 101
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Investigation Approach
• Questionnaire
– Paper-based
– SurveyMonkey
• 40 Questions
– Demographic
– Motivation-related (Likert-scale)
– Open-ended
– Qualitative & quantitative data
• Responses from around the world (over 600)
• Thanks to Tafline Murnane
– KJ Ross – Australia
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Respondents by Region
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Industry Sectors
Finance, Insurance
Communications
IT
Utilities
Health Care
Government
Services
Transportation
Media
Non-profit
Retail, Wholesale
Construction
Internet
Manufacturing
Other
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Organization Types
IT Organization
Self-employed Consultant
Self-employed Contractor
Testing Services
IT Department within an
Organization
Other
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Company Size
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Life Cycles
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Testing Roles
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Specified Variety - Test Analyst
0%
20%
40%
60%
80%
100%
Exploratory
Test Design
Execution
Automation
Reviewing
Management
Improvement
Env't Support
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Different Jobs…
0%20%40%60%80%
100%Exploratory
Test
Design
Execution
Automation
Reviewing
Management
Improve-
ment
Env't
Support
Head of Testing
0%20%40%60%80%
100%
Exploratory
Test
Design
Execution
Automation
Reviewing
Management
Improve-
ment
Env't
Support
Test Manager
0%20%40%60%80%
100%
Exploratory
Test
Design
Execution
Automation
Reviewing
Management
Improve-
ment
Env't
Support
Developer/Tester
0%20%40%60%80%
100%
Exploratory
Test
Design
Execution
Automation
Reviewing
Management
Improve-
ment
Env't
Support
Test Analyst
0%20%40%60%80%
100%
Exploratory
Test
Design
Execution
Automation
Reviewing
Management
Improve-
ment
Env't
Support
Test Lead
0%20%40%60%80%
100%
Exploratory
TestDesign
Execution
Automation
Reviewing
Management
Improve-ment
Env't Support
Test Consultant
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Motivation Theories
• Hierarchy of Needs – Maslow, 1943
• Motivation-Hygiene Theory – Herzberg, 1959
• Theory X & Theory Y – McGregor, 1960
• Expectancy Theory – Vroom, 1964
• Equity Theory – Adams, 1965
• Job Characteristics Model (MPS) – Hackman & Oldham, 1976
• Three Needs Theory – McClelland, 1988
• Temporal Motivation Theory (TMT) - Steel and Konig, 2006
• Motivation 3.0 (MAP) – Pink, 2010
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0
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stronglydisagree
disagree neitheragree nordisagree
agree stronglyagree
Perceived Motivation
“I am highly motivated to do my
job in testing”
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Perceived Motivation - Roles
120117109
10310199
0
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Head ofTesting
TestConsultant
Test ManagerTest LeadTest AnalystDeveloper /Tester
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Pearson’s Correlation Coefficient
r = +0.70 or higherVery strong positive relationship
r = 0.85r = 1
0
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0 5 10 15 200
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Pearson’s Correlation Coefficient
r = +0.30 to +0.39Moderate positive relationship
r = 0.35r = 0.55
r = +0.40 to +0.69Strong positive relationship
0
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0 5 10 15 200
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Pearson’s Correlation Coefficient
r = 0 to +0.19Negligible positive relationship
r = 0.10r = 0.25
r = +0.20 to +0.29Weak positive relationship
0
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0 5 10 15 20 250
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0 5 10 15 20
19
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Pearson’s Correlation Coefficient
20
0
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0 2 4 6 8 10 12 14 16 18 20
r = -0.71 (Very) strong negative relationship
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• Skill Variety (V)– range of different skills used
• Task Identity (I)– degree of completing a whole job
• Task Significance (S)– importance of the job
• Autonomy (A)– level of control of your own time
• Feedback (F)– degree of supervisory & results-based feedback
• MPS =
FASIV
**3
MPS from Hackman & Oldham, 1975.
Motivating Potential Score
Assign a score of 1 to 7 to
each attribute...
...and then calculate your
MPS
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Feedback
22
(WORK ITSELF)
(COLLEAGUES)
(SUPERVISOR)
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Variety
23
(# TASKS)
(# PROJECTS)
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Significance
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(# AFFECTCOLLEAGUES)
(AFFECT PROJECT)
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Identity
25
(PROJECTS TO COMPLETION)
(TASKS TO COMPLETION)
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Autonomy
26
(NEXT TASK)
(WORKING HOURS)
(WHO WITH)
(HOW TO DO)
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It works!MPS & Perceived Motivation
0
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0 1 2 3 4 5 6 7
r = 0.40Strong positive relationship
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Daniel Pink’s MAP
• Daniel Pink’s Motivation 3.0
Mastery
PurposeAutonomy
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Mastery
29
(CHALLENGE)
(MASTERED SKILLS)
(IN THE FLOW)
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Purpose
30
(WIDER COMMUNITY)
(PROFITS)
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Environment
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Multiple Motivation Factors
Motivation
Variety (0.29)
Feedback (0.30)
Mastery (0.28)
Purpose (0.22)
Autonomy (0.27)
Environment (0.38)
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Significance(0.13)
Identity (0.18)
MPS
MAP
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MPS and MAP and Top 4
33
0.40
0.41
0.50
MPS
MAP
Top 4 ENV’T + VARIETY 2 + MASTERY 1 + MASTERY 3
Daniel Pink’s Motivation 3.0
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What (De)Motivates Testers?
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Motivating Demotivating
#1 Challenges 17% Management 20%
#2 Feedback & Appreciation 15% Feedback & Appreciation 16%
#3 Making a Difference 15% Repetition 13%
#4 Team & Work Env’t 10% Changing Exit Criteria 11%
#5 Money 7% Team & Work Env’t 5%
#6 Meeting Targets 7% Developers 5%
#7 Autonomy 5% No Targets 5%
#8 Management 5% Process 4%
#9 Training / Career Path 4% Changing Requirements 4%
#10 New Technology 3% Money 3%
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Different Life Cycles…
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Different Organization Sizes…
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Different Experience Levels…
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Different Organization Types…
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0.09
0.51 0.010. 15
-0. 05
Salary, Experience & Education
Tester Experience
Perceived Motivation
Tester Salary
Tester Education
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Outside Interests?
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Conclusions
• Testers are special
– we can improve on the generic motivation theories
• Not all testers are the same
– We need to consider ‘smarter’ approaches to the motivation of testers
– Don’t treat everyone working in testing the same
• different roles require a different focus
• choose the most influential factors for the individual tester
• Feedback and appreciation both improves motivation and decreases demotivation
• Please compare yourself to the benchmark data to improve your motivation
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More information is available
– please email
Thanks for listening
Any Questions?
SIGiST
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1 FEEDBACK 1The work itself provides feedback on how well I am doing in
my job. (POSITIVE)
2 FEEDBACK 2My colleagues provide little or no feedback on how well I
perform. (NEGATIVE)
3 FEEDBACK 3My supervisor provides me with regular feedback on my
performance. (POSITIVE)
4 AUTONOMY 1Most of the time someone else decides what tasks I should do
next. (NEGATIVE)
5 AUTONOMY 2My job is flexible enough to allow me to decide which hours I
work most days. (POSITIVE)
6 AUTONOMY 3For most tasks I get to decide who I will work with.
(POSITIVE)
7 AUTONOMY 4I rarely get to choose the way that an activity is carried out.
(NEGATIVE)
8 SIGNIFICANCE 1My job is one that affects few other colleagues.
(NEGATIVE)
9 SIGNIFICANCE 2If not done well my job will have little impact on the project.
(NEGATIVE)
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10 IDENTITY 1My job allows me to see projects through to completion.
(POSITIVE)
11 IDENTITY 2I often start tasks but then pass them on to colleagues before I
finish them. (NEGATIVE)
12 VARIETY 1My job comprises a relatively small number of different tasks.
(NEGATIVE)
13 VARIETY 2In my job I get the chance to work on many interesting
projects. (POSITIVE)
14 MASTERY 1My job does not challenge or stretch me.
(NEGATIVE)
15 MASTERY 2I have mastered most of the skills required to perform my job.
(NEGATIVE)
16 MASTERY 3I often become so engaged in my work that I forget the time.
(POSITIVE)
17 PURPOSE 1My job includes the opportunity to work for the good of the
wider community (beyond my employer). (POSITIVE)
18 PURPOSE 2My organization is primarily focused on increasing its profits.
(NEGATIVE)
19 PERCEPTIONI am highly motivated to do my job in testing.
(POSITIVE)
20 ENVIRONMENTMy work environment encourages me to perform my job better.
(POSITIVE)