Introduction

Semantically, the word motivation is derived from the word “motive”, which find its origin in
the Latin word “movere”, meaning to “move” (Jain, Rupal. Motivation, Pustak Mahal, 2012).
Three components of motivation must be identified: the orientation towards a particular
goal to achieve, the intensity of energy devoted to attain the goal and the persistence of the
actions in the face of obstacles. (Mitchell, 1997). Motivation is therefore not a personality
trait, it is a process. A person is never motivated in the absolute, but they are motivated by
or for something.

Combined with competence, motivation is an essential element for the success of companies
and their projects. However, the importance of motivation of an employee must be qualify.
Performance is a function of motivation but also the individual's abilities and the context in
which the employe evolves. Thus, the biggest challenge for any manager is not only
attracting skilled and talented workforce but also retaining them. “Management is nothing
more than motivating other people.” (Lee Lacocca)

Keeping companies on the path of development and remain competitive is only possible by
leading all those who make up the company to develop their performance levels. To achieve
this result, management must be aware that a team's long-term effectiveness is dependent
on its leadership's capacity to develop strong and continuous motivation, driven by a
methodical effort.

This study aims to highlight motivation theories that has stand the test of time better than
others.

Discussion
How perception is important in organization?
How the motivation is linked to the team?
How the … motivation theory is still releveant ?

Perception is an important mediating cognitive process. Through this complex

process, people make interpretations of the stimulus or situation they are faced with.

Both selectivity and organization go into perceptual, interpretations. Externally,

selectivity is affected by intensity, size, contrast, repetition, motion and novelty and

familiarity. Internally, perceptual selectivity is influenced by the individual’s

motivation, learning and personality. After the selective process filters the stimulus

situation, the incoming information is organized into a meaningful whole. According

to Lindsay and Norman (1977) perception is the process by which organisms interpret

and organize sensation to produce a meaningful experience of the world. Also,

perception is the process by which individuals select, organize, and interpret their

sensory impressions in order to give meaning to their environment. These definitions

basically reiterate the actuality that, perception is a cognitive interpretation of the

surroundings of individuals that are given rise to by the human senses; what people

see, feel, hear etc. There are three main factors that influence people’s perception in

the workplace. These are the Perceiver, the Target and the Situation. The last factor

that influences perception is the situation or context within which something occurs.

Elements such as time and the work environment all play a role in perception.

Assuming employees send a petition to management concerning happenings they are

least enthused about in the organization, and management decides to implement a

downsizing exercise they have planned for some time around the same time the

petition is sent. There is a likelihood of employees to perceive management’s action

as a sabotage or punishment for airing their grievances, looking at the timing of the

two events.

Motivation is strongly associated with people’s decisions to actively choose to carry out a task
and maintain goal-directed performance until it is completed, and many deficits in performance
relative to levels required to achieve a goal are due to lack of motivation of individuals and/or
teams (Clark, 2003). These observations are hardly surprising, as any process is essentially
human driven, so motivation and commitment are essential for good performance. Hard project
management practices such as closely monitoring performance can increase people’s motivation
to collaborate and, thus, facilitate integration (Che Ibrahim et al., 2015, Peterson, 2007).
Appropriate monitoring systems can also help to ensure that all team members engage in
evaluating and maintaining productive team relations (Kadefors, 2004). This is clearly critical in
inter-organizational projects, such as construction projects, where multiple stakeholders must
collaborate and be coordinated in organized but temporary teams to achieve satisfactory process
performance. These teams that are organized to execute a construction project can be said to be
immature, which further increases the requirement for more authoritative management practices
based on control and extensive planning since the members have widely varying levels of
knowledge and skills (Clark, 2003).

As mentioned above, several empirical studies have found that team-related factors such as
motivation and project commitment influence process performance as strongly as hard project
management practices (Ashley et al., 1987; Sanvido et al., 1992; Clark, 2003). Indeed, project
members generally think that project management can motivate and inspire teams to perform,
rather than help them to achieve project goals per se (Peterson, 2007). Four key components that
are related to project management practices and can reinforce motivation are: team member
authority, planning and allocation of skilled resources, dissemination of correct information, and
responsibility for finalized tasks (Peterson, 2007). These components need to be incorporated
into the applied project management practices since motivation is essential to ensure a
comfortable working environment, which is vital for adequate process performance in
construction projects (Rose and Manley, 2010; Nguyen et al., 2004).

Theory of hezeberg
Following a vast qualitative study, Frederick Herzberg and his colleagues proposed in 1959 to
distinguish between factors that can generate job satisfaction and those that, at best
may lead to the absence of job dissatisfaction. Previously, the factors were classified on a
single axis from dissatisfaction to satisfaction. Herzberg thus distinguishes between:
"Factors on the satisfaction axis. They are also called motivators.
They include achievements and their recognition, the work itself, responsibilities, personal
responsibilities, personal development...
"Factors on the dissatisfaction axis. Herzberg also calls them hygiene or Herzberg also refers
to them as "hygiene" or "atmosphere" factors. They include remuneration, working
conditions, relations within the company relations within the company (supervisor,
colleagues)...
According to Herzberg, if we want to motivate people at work, we have to play on the factors
of satisfaction (motivating factors). These are factors relating to the content of the work:
success, consideration, autonomy, the benefits of the job, the quality of the work, the quality
of the work, the quality of the work, the quality of the work, the quality of the work,
consideration, autonomy, responsibilities, promotion. He therefore proposes the concept of
He therefore proposes the concept of work enrichment with a double intervention on the
content of work: "Horizontal job enlargement. It consists of entrusting more tasks to the
individual but also to the It consists in entrusting more tasks to the individual but also in
making them more varied. Multi-skilling, qualitative flexibility flexibility, teamwork or
project groups are appropriate responses. appropriate responses.
"Scope of work or vertical job enrichment. It consists in delegating to the individual a higher
level of It consists in delegating to the individual a higher level of autonomy and
responsibility in his or her work, regardless of the hierarchical level. regardless of their
hierarchical level.
It should be remembered, however, that Herzberg has been frequently criticised for
"confusing" work motivation with job satisfaction. with job satisfaction, the accepted
definition of which is "a pleasant or positive emotional state resulting from or positive
emotional state resulting from a person's evaluation of his or her work or work experiences"
(Locke experiences at work" (Locke, 1976, p.1300).

Importance de :
The variety of skills needed to do the job;
"The identity of the task: the more a job is segmented into operational tasks, the less identity
each task has;
"The importance of the task, which refers to the impact of the work performed for the
company;
"Autonomy, which refers to the feeling of responsibility felt by the employee in the
performance of his or her tasks
Autonomy, which refers to the feeling of responsibility felt by the employee in carrying out
his or her tasks;
"Feedback, which refers to the individual's need to be informed about the consequences of his
or her achievements and results.
feedback, which refers to the individual's need to be informed about the consequences of his
or her achievements and results

Cognitive choice theories

These theories are concerned with the links that individuals at work perceive between the
efforts they make, the expected and observed performance and the rewards or sanctions that
result. expected and observed performance and the rewards or sanctions that result.
performance and the resulting rewards or sanctions. In contrast to content theories, cognitive
choice theories focus on the direction and persistence of an individual's work behaviour, the
motivational process and the mechanisms that lead to motivation.
However, cognitive choice theories should not be seen as completely orthogonal to need
theories. Indeed, the latter have inspired cognitive choice theories, which are an extension of
them.
Among these theories, we have chosen to present only Vroom's VIE theory (1964), for
reasons of conciseness, but above all because it is the only theory that is for reasons of
conciseness, but above all because it is the one that has been most applied in the managerial
field.
Enunciated by Victor Vroom in 1964, expectancy theory (or EAT) states that people's
behaviours are the result of a conscious and reasoned choice, a kind of analysis of the
behaviour is the result of a conscious and reasoned choice, a kind of cost-benefit analysis in
the strict sense of the term. cost/benefit analysis in the strict sense of the term.
According to Vroom, therefore, motivational force depends on the chain of three types of
perceptions:
"Expectation: the individual's belief that increased effort will increase his or her work
performance. Expectation: this is the individual's belief that increased effort will increase his
or her performance at work. The term "expectation" means
The term "expectation" means that the individual formulates expectations about the likelihood
of achieving a
The term "expectation" means that the individual formulates expectations about the likelihood
of achieving a performance goal based on a certain level of effort in their work.
"Instrumentality is the estimation of the probability that the expected performance,
expected by the individual, will lead to consequences and outcomes (rewards or sanctions).
(rewards or sanctions). This is also a question of expectation, this time about the benefits and
benefits and sanctions that would result from the achievement or non-achievement of a
performance
performance.
"Valence: this is the affective value that the individual attributes to the rewards obtained.
Motivation (M) is then a simple Cartesian product of these three terms: M=E*I*V. From this
equation we can deduce
From this equation, we can deduce several avenues of reflection for the manager:
- It is essential to maximise the three terms so that motivation is as high as possible.
It is essential to maximise the three terms so that motivation is as high as possible.
- The link between effort and performance should be clarified as much as possible,
regular feedback and support (technical and psychological) for employees.
psychological support for employees.
- Rewards must be significantly related to the level of performance achieved. achieved.
- The more the individual likes the reward he or she receives, the more valuable it will be to
him or her. the more valuable it is to them. It is with this in mind that the so-called 'cafeteria'
and total rewards management systems have been developed. management systems have been
developed to ensure that each employee receives rewards
rewards that are as close as possible to their preferences and expectations. If the If the valence
is negative (sanction), the individual will be demotivated (M<0), if the valence is zero, there
will be amotivation (M=0).
Expectancy theory informs managers about the importance of feedback and support for
support for employees as it clarifies the link between effort and performance. It also reminds
that rewards should be linked to the level of performance achieved. achieved. Finally, it
encourages the singling out of reward systems to maximise the valence that each employee
attaches to the benefits they receive.

I/ Motivating by setting goals

The theory of goal-setting was first put forward by Locke in 1968 and then repeated several
times
subsequently. It states that an individual's motivation to work will be greater if he or she is
given goals.

According to Locke and in order to optimise its effectiveness, an objective must have several
aspects:
"Be clear and precise, specific (this makes it easier to achieve);
"Be difficult but realistic (it constitutes a motivating challenge);
"Be accompanied by feedback on its achievement;
"Be accompanied by support to achieve it;
"Have been set with the participation of all staff involved;
"Be accompanied by rewards for achieving it.
For Locke, the difficulty of the goal reinforces the level of effort and the persistence of the
goal.
In addition, if the goal is specific, it focuses the individual's attention and effort, This allows
the individual to develop strategies to optimise their work. The individual guided by a The
individual guided by a goal is thus more effective than an individual left to his own devices.
It should be remembered that the theory of objectives has its limits:
- If the objective is too difficult to achieve, some people risk becoming If the goal is too
difficult to achieve, some people may become demotivated.
- Individuals who do not have a strong need for achievement or accomplishment
will be less motivated to set goals than others.
- The more complex a task is and the more interaction it requires between individuals, the less
effective goal setting will be.
- Simply setting goals is not enough to motivate people, they need to be they must be
committed, involved in the objective.
Locke's work is at the origin of Management by Objectives, which is very developed
developed today. It has also made it possible to denounce managerial practices of the "done
for the best" type and to develop a new approach to management. It has also made it possible
to denounce managerial practices of the "done for the best" type and to specify the conditions
for success inherent in DFO.