Motivation is an attribute of the individual, of the personality, rooted in the subject's unconscious (Michel, 1989). Seeking to manage motivation means recognizing that the employee is an adult individual with desires that do not necessarily match the company's.1
Motivation is a complex subject influenced by individual factors and the surrounding context. It is inaccessible to others and cannot be controlled or fully understood by individuals.
In simpler terms, motivation is often discussed but never indeed observed.
Furthermore, motivation is unique to each individual and recognizes our differences. Our life experiences, past, and culture, among other things, affect the effectiveness of organizational strategies.
Similarly, well-being and happiness are individual considerations. It is challenging for a company to define the happiness that its employees should experience.
Is it possible to develop motivation by focusing on each employee individually? Can managers dedicate enough time and resources to understand and adapt to the personalities of their team members? Ultimately, should managers be sociologists and psychologists, or do they have different roles with different priorities?
Therefore, theories alone will not provide the transformation and stimulation needed to develop motivation. Instead, we can find them in social influences.
This means that the organization, systems, and even the groups individuals belong to will influence their behavior.
The manager's role is not that of a personal coach, but rather a facilitator. They should strive to create a work environment that meets the challenges and stimulates the creativity of their teams.
In the third part of this book, we will explore these systemic aspects of motivation.
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Maugeri, Salvatore. Théories de la motivation au travail - 2ème édition (Les Topos) (French Edition) . Dunod. Édition du Kindle.