This is where professional motivation begins. The employee begins to look for solutions when faced with unexpected difficulties. They move beyond their status as mechanical instruments to become strong-willed thinkers.

Saleh and Hosek (1976) identify four different meanings:

First, it is the extent to which work is central to the individual, enabling him to satisfy valued needs (Dubin, 1956);

Secondly, it's the extent to which active participation enables self-realization (Gurin, Veroff, Field, 1960);

It is also the extent to which work performance affects individual self-esteem (Lodhal and Kejner, 1965; French and Kahn, 1962);

Finally, it is the consistency between performance and self-concept (Vroom, 1962).[1]

This is the level at which skills and creativity are sought. Workers want to progress; they want to be more efficient and more productive, and they seek performance.

As we have seen, performance is not necessarily linked to productivity. But strangely enough, this level is often much easier to assess and measure than it used to be.

Employees seek to showcase their qualities and expertise. They want to build their identity to the group, preferably by doing things better and differently.

There is an element of competition at this level of mobilization, a quest for personal development that makes the individual somewhat egotistical and self-centered.

This is where rivalries or conflicts of interest with the group can arise.

Involvement responds to the employee's professional motivation. And for the company, this is often the level it expects from its staff.

Beware, however. This level develops individualism and can cause team spirit and collaboration to slide into a limited form of cooperation towards a "me first" attitude.

We're talking about Herzberg's motivational factors here. The level of self-determination is still extrinsic, but this time, it is internally regulated. The aim is to produce results, but first and foremost, for personal pleasure.

This level of mobilization needs to be managed mainly through a coaching approach, as we'll need to accompany each individual and intelligently challenge the secessionist postures of some of them.

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[1] Louche, Claude. Psychologie sociale des organisations - 4e éd. (Cursus) (French Edition) (pp. 107-108). Armand Colin.