Employees Complete the Assessment
Each person completes Attuned's 55-question forced-choice questionnaire. It measures what a person values at work, which holds steady until something real changes: a promotion, a new manager, a move.
A 10-minute, 55-question assessment that tells each manager which of 11 intrinsic motivators the people on their team need most, and what that means for the next 1:1.
Attuned measures each person's relative needs across 11 workplace motivators. The employee and manager get a profile they can use to prepare for a one-on-one. If you are comparing assessment tools, start with the decision you need the results to support.
You may need an engagement benchmark, a way to study why people work, or help preparing for a conversation with one employee. Those questions deserve different measures. If the question is how well someone leads, that is a job for leadership assessment tools.
Choosing a scale is a weighty decision. Start with what you need to measure.
| Business question | Example to consider | What to check before choosing |
|---|---|---|
| How are employees experiencing work across our organization? | Gallup Q12 and an engagement-survey platform | Ask to see the survey, relevant benchmarks and how a manager turns results into an action plan. |
| Why are people putting effort into their work? | Work-motivation instruments such as MWMS or WEIMS | Review what the scale measures, the validation evidence, interpretation guidance and permissions for your intended use. |
| What matters to this employee, and how can I discuss it in a one-on-one? | Attuned's intrinsic motivation assessment | Ask to see the individual profile and work through how it would inform questions for an actual meeting. |
If you already run an engagement survey, keep the useful benchmark. Ask whether an individual motivator profile would help managers explore the questions it raises with each employee.
Each person answers 55 forced-choice questions in about 10 minutes. Attuned scores their relative need for 11 intrinsic motivators from 0 to 100 against a global norm, then labels each one Need-to-have, Nice-to-have or Neutral. The manager gets the profile, and so does the employee, on their own My Motivators page.
Managers learn what each person needs in order to do good work, so the next 1:1 has a subject and the next piece of feedback is phrased for the person receiving it.
The same profile carries into onboarding, into how feedback gets delivered, and into how managers design meaningful work for the people they lead.
From a 10-minute survey to ongoing manager insight that tracks how motivation changes over time.
Each person completes Attuned's 55-question forced-choice questionnaire. It measures what a person values at work, which holds steady until something real changes: a promotion, a new manager, a move.
The results turn into a personal profile that scores each motivator from 0 to 100 and labels it Neutral, Nice-to-have, or Need-to-have.
The profile tells a manager which motivators to aim at, which to leave alone, and where their own motivators differ from this person's.
Motivators shift after a promotion, a new manager, a move. A retake sets the new profile beside the old one and shows the manager which motivator moved.
The assessment is the ten minutes at the start. What managers use week to week is what runs after it.
55 forced-choice questions establish what a person values, scored 0 to 100 against a global norm and labelled Need-to-have, Nice-to-have or Neutral. Retaken after a promotion, a new manager, or a move.
The pulse then tracks whether each of those motivators is being met, reading by reading, so a dip names the motivator it belongs to. Reported with a three-person minimum per team, so no single answer is identifiable.
AI TalkCoach reads the profile and the latest movement, then answers at the scale of one conversation. Ask about one person for a summary of what they value and what to do next, or about two people to see the overlap and differences in what each person values. A daily tip lands in Google Calendar or Outlook before the meeting.
Measures of motivation answer different questions: how someone experiences an activity, whether psychological needs are met, or what kinds of motivation underpin their work.
The Intrinsic Motivation Inventory and the Work Preference Inventory ask how a person experienced a single activity, or which way they lean in general.
Basic psychological-need scales assess needs such as autonomy, competence and relatedness. The Multidimensional Work Motivation Scale examines types of work motivation, including intrinsic motivation and forms of extrinsic regulation. Choose the instrument that matches the question you want to investigate.
Attuned scores relative need across 11 intrinsic motivators, 0 to 100 against a global norm, and writes the result for the manager who has the next conversation.
The best known instrument is the Intrinsic Motivation Inventory (IMI), developed within self-determination theory. The full version runs to 45 items across seven subscales: interest and enjoyment, perceived competence, effort, value and usefulness, felt pressure and tension, perceived choice, and relatedness. Researchers usually field a shorter adapted version, and its authors are precise about the claim: of the seven subscales, only interest and enjoyment measures intrinsic motivation itself. The rest describe the conditions around it.
It was built to assess one target activity in a laboratory experiment. It will establish that a participant found a task absorbing. It stops short of naming which of the 11 motivators is going unmet for this person, and what to say about it in Thursday's 1:1.
The field's original behavioral test for intrinsic motivation was to leave the room. The experimenter announced that the session was over, stepped out, and timed how long the subject kept playing with the puzzle anyway. Questionnaires make a different kind of observation: they ask people to describe their experience. Treat the answers as a starting point for a conversation.
| Instrument | What it measures | Built for | Typical output |
|---|---|---|---|
| Intrinsic Motivation Inventory (IMI) | One person's experience of one target activity, across seven subscales, 45 items in full. | Laboratory research in self-determination theory. | Evidence that a task felt interesting. No ongoing, per-person picture of the job. |
| Basic Psychological Need Satisfaction and Frustration Scale (BPNSFS) | Satisfaction of autonomy, competence, and relatedness. | Research and diagnostics on need satisfaction. | Which of three universal needs is unmet, usually read at group level. |
| Multidimensional Work Motivation Scale (Gagné et al., 2015) | Six regulation types, from amotivation through to intrinsic motivation. | Cross-country research on work motivation. | How self-directed someone's motivation is, without naming what they value. |
| Reiss Motivation Profile (Reiss, 2004) | 16 basic desires that drive behavior. | Broad life-motivation profiling, usually through a certified practitioner. | An individual desire profile, delivered as a coaching engagement. |
| Work Preference Inventory (Amabile, 1994) | Intrinsic and extrinsic orientation as a stable individual trait, 30 items. | Research on creativity and orientation at work. | Whether a person leans intrinsic or extrinsic in general, without naming which motivator. |
| Attuned's intrinsic motivation assessment | Relative need across 11 workplace motivators, scored 0 to 100 against a global norm. | Managers and HR teams. | A per-person profile, continuous satisfaction tracking, and coaching for the next conversation. |
Attuned has not published a peer-reviewed validation paper, and the table above does not claim one. For the norming history in Attuned's own words, see updating the norm.
IMI subscale, item count, and scope per the Intrinsic Motivation Inventory documentation at selfdeterminationtheory.org. The free-choice measure is Deci (1971); the Multidimensional Work Motivation Scale is Gagné et al. (2015); the 16 basic desires are Reiss (2004).
Attuned worked with psychologists to identify 11 intrinsic motivators that shape how people experience work. Each person is scored against all 11, so two people in the same role rarely produce the same profile.
Motivated by helping others and contributing to others' well-being.
Motivated by independence, freedom, and personal responsibility.
Motivated by challenge, achievement, and winning.
Motivated by recognition, evaluation, and knowing where they stand.
Motivated by financial security, profit, and material outcomes.
Motivated by novelty, creativity, and new ways of solving problems.
Motivated by learning, growth, and skill development.
Motivated by logic, objectivity, and evidence-based decisions.
Motivated by structure, predictability, and clear responsibilities.
Motivated by belonging, connection, and a positive social atmosphere.
Motivated by reputation, respect, advancement, and prestige.
Want a deeper read on the science? See our piece on intrinsic vs. extrinsic motivation.
Attuned helps establish a shared language and rapport between the new employee and their manager. Rather than spending months working through surface-level conversations, this allows a connection to develop more quickly.
Our organization is focused on raising the level of engagement with our employees. And we recognize the connections between Psychological Safety, employee engagement, and innovation.
Six places the profiles get used, and what a manager does differently in each.
The manager opens the profile before the meeting and chooses questions about what matters to this employee.
A new hire's profile exists before their first 1:1. Josh Moog at Barnett Plumbing put it this way in the case study: the connection develops more quickly, and training and meetings get more tailor-made.
The team pulse flags motivators that may need attention. Individual profiles help a manager ask each person what would help.
With fewer corridor signals to read, the motivator profile and the satisfaction trend are what a remote manager has instead of a hunch.
Attuned surfaces the gap between what a person needs and what the role currently gives them, per person, while there is still time to change the role.
Psychological Safety measurement runs alongside the motivator data on Premium, giving managers another way to ask where people feel able to speak up. More on why that shows up on the bottom line.
Ten minutes answering the questions will tell you more than any page about them. Read what the report says about you, then decide whether your team should see theirs.
MotiTune is Attuned's personal-assessment brand. It runs the same 55 questions on the same engine and ranks you on the same 11 motivators, with a written report on where your energy comes from and the early signs you are running dry.
If your report rang true, Attuned profiles everyone on your team and adds a manager view across all of them, a pulse that shows which motivator is slipping, and AI TalkCoach before each 1:1. Bring your report to the demo and we will show you your own profile on the team dashboard.
Deci, Olafsen and Ryan's 2017 review of self-determination theory in work organizations links autonomous motivation and the satisfaction of basic psychological needs to engagement, performance and well-being at work.
Attuned applies that broad premise through its own workplace taxonomy. Its 11 motivators give managers individual context to discuss with employees.
Deci, Olafsen, & Ryan (2017). "Self-Determination Theory in Work Organizations: The State of a Science", Annual Review of Organizational Psychology and Organizational Behavior, 4, 19-43Book a demo and we will walk you through a real motivator profile, the manager view, and what the pulse looks like after a few readings. Bring a team you are worried about.