This is where professional motivation begins. When faced with unexpected difficulties, employees seek solutions and transition from mechanical instruments to strong-willed thinkers.
Saleh and Hosek (1976) identify four different meanings:
- Firstly, it refers to the extent to which work is central to an individual, allowing them to fulfill valued needs (Dubin, 1956);
- Secondly, it relates to the extent to which active participation enables self-realization (Gurin, Veroff, Field, 1960);
- It also refers to the extent to which work performance affects an individual's self-esteem (Lodhal and Kejner, 1965; French and Kahn, 1962);
- Finally, it is about the consistency between performance and self-concept (Vroom, 1962).1
This is the level where skills and creativity are sought after. Employees aspire to progress, become more efficient and productive, and strive for better performance.
As mentioned, performance is not necessarily linked to productivity. However, assessing and measuring performance at this level is often easier than before.
Employees want to showcase their qualities and expertise. They aim to establish their identity within the group, preferably by excelling and bringing something different to the table.
At this level of mobilization, there is an element of competition and a quest for personal development, which can make individuals somewhat egotistical and self-centered. It can also lead to rivalries or conflicts of interest within the group.
Involvement is a response to employees' professional motivation, and it is often what companies expect from their staff.
However, caution is necessary. This level can foster individualism and cause team spirit and collaboration to decline, giving way to a "me first" attitude.
We are now discussing Herzberg's motivational factors. The level of self-determination is still extrinsic but internally regulated this time. The focus is on achieving results, primarily for personal enjoyment.
Managing this level of mobilization requires a coaching approach, as it involves accompanying each individual and intelligently addressing any secessionist behaviors that may arise.
- 1
(notion://www.notion.so/motivatwork/L-implication-3819d435bc9b4b4f82ade230c21a2c5d#_ftnref1) Louche, Claude. Psychologie sociale des organisations - 4e éd. (Cursus) (French Edition) (pp. 107-108). Armand Colin.