This first line is integrated into the framework block. This is because this line is an element linked to the framework supported by the company and for which it is responsible. In other words, we're at the heart of "controlled motivation".
To meet the first need of a professional activity, and more precisely, the material need, the company must provide each employee with a sufficient level of financial security. Employees need to feel that their jobs are not perpetually threatened, either by economic contingencies or by any mistakes they might make.
Indeed, job security is not a given in an economic world in a permanent crisis. Nevertheless, this aspect is fundamental to developing interpersonal trust and avoiding internal competition.
In addition to job security, we need to consider physical and psychological security, which are already covered by the French Labor Code.
Incentives are all kinds of rewards that teams can receive for their work. These may include bonuses, vacations, vacations, special evenings or team-building events.
These "gifts" are always considered at team level, and never directly at individual level.
This consideration is very important to ensure team spirit and avoid internal competition between team-mates.
As I said, the team is at the heart of the Model, and must be considered as an indivisible entity.
This does not prevent team members from dividing up the "spoils" as they see fit, according to the routines they have put in place. An incentive may be limited, and the team may have to decide who will benefit from it. In this case, the choice will be based on internal considerations, with the team having sufficient knowledge, intimacy and mutual trust to make the decision.
Resources correspond to salaries, benefits, and other financial items included in the employment contract.
These resources must be distributed fairly among all employees. We're talking here about a sense of fairness, and therefore organizational justice[1].
Organizational justice seeks to involve all company stakeholders in defining the rules governing the payment of salaries and legal and extra-legal benefits.
It's not a question of involving everyone in defining the rules for each department but rather of envisaging equitable distribution rules for each family of activity.
Jerald Greenberg developed the concept of organizational justice in the late '80s. It has since been broken down into three specific dimensions:
The advantage of such a concept is that it has been studied, analyzed and measured.
The perception of organizational justice also supports the establishment of a general climate of trust, the development of a high-quality leader-manager relationship, increased confidence in decision-makers and hierarchy as well as in the organization, recognition of authority figures (managerial system as a whole, direct superior) as well as the perception of organizational support.[2]
[1] https://en.wikipedia.org/wiki/Organizational_justice
[2] Vayre, Emilie. 20 grandes notions de psychologie du travail et des organisations (Les grandes notions de la psychologie) (French Edition) (p. 185). Dunod.