IOP1501 Exam Notes: Motivation and Performance in the Workplace (UNISA Industrial & Organisational Psychology)

Motivation and performance are central themes in Industrial and Organisational Psychology because they explain why employees choose to exert effort, sustain that effort over time, and translate effort into measurable workplace outcomes. For UNISA students preparing for IOP1501, the key is to understand both the theories of motivation and the practical conditions that shape performance in real organisations, especially in South African workplaces where fairness, diversity, labour relations, and resource constraints strongly influence results.

1. Core concepts: motivation, work behaviour, and workplace performance

Defining motivation in an organisational context

Motivation refers to the internal and external forces that initiate, direct, and sustain work-related behaviour. In the workplace, motivation is not simply about “trying hard”; it concerns why people act, how intensely they act, and how long they maintain effort in the face of obstacles. A motivated employee may show punctuality, persistence, creativity, and readiness to take responsibility, but motivation alone does not guarantee performance if the employee lacks skill, tools, or supportive systems.

A useful way to think about motivation is as a process with several stages:

Need or desire arises
An employee experiences a need, such as wanting recognition, income, growth, status, or belonging.
Goal is formed
The employee sets a target, consciously or unconsciously, such as earning a promotion or finishing a project successfully.
Action is taken
The employee exerts effort, chooses behaviours, and persists.
Outcome is evaluated
The employee assesses whether the outcome satisfied the original need.
Feedback influences future motivation
If the outcome is rewarding, the behaviour is likely to repeat; if not, motivation may weaken.

This process shows why motivation is dynamic rather than fixed. A person who is highly motivated in one month may become demotivated later if the environment changes, if goals are blocked, or if rewards are perceived as unfair.

What workplace performance means

Workplace performance is broader than simply “working hard.” It refers to the extent to which an employee’s behaviour contributes to organisational objectives. Performance usually includes both:

Task performance: activities directly related to the core job, such as serving customers, producing outputs, writing reports, solving technical problems, or managing projects.
Contextual performance: behaviours that support the social and psychological environment of the workplace, such as helping colleagues, cooperating, showing initiative, and displaying organisational citizenship.
Counterproductive work behaviour: harmful actions such as absenteeism, theft, sabotage, bullying, deliberate slowdowns, or carelessness.

A central idea in IOP1501 is that performance is influenced by more than motivation alone. A well-known performance equation is:

Performance = Motivation × Ability × Opportunity

This formula is valuable because it explains why someone can be highly motivated yet still perform poorly. For example, a nurse may want to serve patients excellently, but performance may be limited by insufficient staffing, outdated equipment, or lack of authority to make decisions. Likewise, an employee may have the necessary skills but poor motivation due to low morale, weak supervision, or unfair treatment.

Motivation versus satisfaction

Motivation and job satisfaction are related but not identical.

Motivation focuses on the energy and direction of behaviour.
Job satisfaction reflects how positively a person feels about the job or workplace.

An employee may be satisfied because the job is secure and the pay is decent, yet not highly motivated to innovate or excel. Another employee may be highly motivated by a promotion opportunity but temporarily dissatisfied with current workload. Understanding this difference is important in examinations because many students mistakenly treat the two as the same concept.

Why motivation matters in South African workplaces

Motivation is especially important in South Africa because organisations often operate in conditions shaped by inequality, labour market pressure, transformation goals, and diverse workforce expectations. Managers must motivate employees across different cultural backgrounds, skill levels, generations, and employment conditions. In many workplaces, issues such as wage fairness, promotion transparency, job security, and respectful leadership have a major influence on morale and performance.

For example, in a public-sector office in Pretoria, staff may become demotivated if promotions are seen as based on favouritism rather than merit. In a retail chain in Cape Town, store employees may work harder when clear targets are linked to realistic incentives and consistent supervision. In a mining operation in Limpopo, safety and recognition may be stronger motivators than abstract corporate values because daily work carries physical risk and collective dependence.

A simple case illustration

Consider a call centre in Johannesburg employing 120 agents. Management notices that output is uneven: some employees resolve many cases per shift, while others struggle to maintain call quality. Investigation reveals that performance differences are caused by a combination of factors:

skilled agents who have been trained well and receive regular feedback;
agents who are highly motivated by performance bonuses;
newer agents who want to succeed but lack confidence and product knowledge;
experienced agents who are demotivated because scheduling feels unfair and supervisors communicate harshly.

This example shows why performance analysis should not assume a single cause. Motivation, ability, and opportunity all matter, and interventions must be matched to the real problem. A bonus alone will not fix poor training, and training alone will not resolve unfair treatment.

2. Major theories of motivation

Maslow’s hierarchy of needs

Maslow proposed that human needs are arranged in a hierarchy, often shown as five levels:

Physiological needs: food, water, rest, basic survival.
Safety needs: security, stability, protection from harm.
Social needs: belonging, friendship, inclusion.
Esteem needs: respect, achievement, recognition, status.
Self-actualisation: personal growth, fulfilment, reaching one’s potential.

In the workplace, these needs help explain why different rewards matter at different times. A worker in financial distress may value overtime pay or reliable income more than praise. A senior professional may be more motivated by autonomy, mastery, and challenging assignments than by small monetary bonuses.

Maslow’s model is popular because it is easy to remember, but it has limitations. Real people do not always move neatly from lower to higher needs. Multiple needs can operate simultaneously. An employee may seek both job security and self-development at the same time. In addition, cultural and economic conditions influence which needs are most salient. In an unstable economic environment, safety and income often remain powerful motivators for long periods.

Herzberg’s two-factor theory

Herzberg distinguished between:

Hygiene factors: salary, supervision, company policy, working conditions, interpersonal relations, job security.
Motivators: achievement, recognition, the work itself, responsibility, advancement, growth.

According to Herzberg, hygiene factors do not create deep satisfaction when present, but their absence causes dissatisfaction. Motivators, in contrast, create genuine satisfaction and stronger motivation when present.

This theory is especially useful for understanding why increasing pay alone may not improve performance for long. If employees are already receiving acceptable pay, a further increase may reduce complaints but not necessarily produce sustained excellence. To raise motivation meaningfully, jobs must provide challenge, responsibility, recognition, and growth opportunities.

For example, a finance department in Durban may discover that employees are dissatisfied because of poor office conditions and rigid policies. Fixing those issues will reduce frustration. But if management wants employees to go beyond minimum requirements, it must also design work that allows ownership, learning, and visible achievement.

McClelland’s acquired needs theory

McClelland argued that important needs are learned through life experience and can shape workplace behaviour. He identified three primary needs:

Need for achievement (nAch): desire to excel, solve problems, and accomplish difficult goals.
Need for power (nPow): desire to influence or control others and shape outcomes.
Need for affiliation (nAff): desire for friendly relationships, belonging, and interpersonal harmony.

Different jobs may suit different dominant needs. High-achievement individuals often prefer tasks with clear standards, feedback, and moderate challenge. High-power individuals may be drawn to leadership and influence roles. High-affiliation individuals may excel in teamwork, service, and relationship-based work.

A sales manager with strong achievement motivation might thrive when given ambitious targets and measurable feedback. A human resources officer with strong affiliation needs may be effective in employee relations and conflict resolution. A branch manager with strong power motivation may be effective if that drive is channelled into responsible leadership rather than domination.

A weakness of this theory is that all three needs can be present at once, and organisational culture may amplify one over another. Still, it remains useful because it links personality and work preference to specific motivational patterns.

Vroom’s expectancy theory

Expectancy theory explains motivation as a rational process based on beliefs about effort, performance, and outcomes. It includes three key components:

Expectancy: belief that effort will lead to performance.
Instrumentality: belief that performance will lead to outcomes or rewards.
Valence: value placed on those outcomes.

Motivation is high when an employee believes:

“If I work harder, I can perform better.”
“If I perform better, I will be rewarded.”
“The reward matters to me.”

This theory is extremely practical in the workplace. If any one link is weak, motivation declines. For example, if an employee believes that extra effort will not improve results because equipment is faulty, expectancy is low. If the employee believes that high performance will not be recognised because the manager plays favourites, instrumentality is low. If the reward is something the employee does not value, valence is low.

A practical implication is that managers must ensure that performance standards are clear, rewards are credible, and rewards align with employee preferences. A one-size-fits-all incentive system often fails because workers differ in what they value.

Equity theory

Equity theory states that employees compare their input-output ratios with those of other people. Inputs may include effort, skill, education, experience, and loyalty. Outputs may include salary, benefits, recognition, status, and opportunities.

People are most comfortable when they perceive fairness. If they believe they are under-rewarded relative to colleagues, they may feel anger, reduce effort, request a raise, seek a transfer, or mentally withdraw. If they believe they are over-rewarded, they may experience guilt or rationalise the discrepancy.

This theory is especially important in South African workplaces where historical inequality, pay differentials, and transformation debates can make fairness highly sensitive. Employees do not only ask, “Am I paid enough?” They ask, “Am I treated fairly compared with others doing similar work?” Perceptions of procedural justice also matter: even when outcomes are not equal, employees may accept them if they believe the process was transparent and respectful.

Goal-setting theory

Goal-setting theory argues that specific and challenging goals improve performance, especially when employees are committed to the goals and receive feedback. The theory emphasizes five important elements:

Specificity: clear goals are better than vague instructions.
Difficulty: goals should be challenging but attainable.
Commitment: employees must accept the goal.
Feedback: employees need information on progress.
Task complexity: very complex tasks may require additional support and time.

For example, telling a team to “improve customer service” is less effective than setting a measurable target such as “increase first-call resolution from 72% to 82% over the next quarter.” However, goals must be realistic. If targets are impossible, employees may become frustrated or engage in unhealthy competition, cutting corners to achieve numbers.

Goal-setting is one of the most applied theories in management because it converts motivation into visible action. It is also useful in performance management systems and appraisal conversations.

Comparative summary of theories

Theory	Main idea	Workplace implication	Limitation
Maslow	Needs are hierarchical	Different employees value different rewards	Needs do not always follow a strict order
Herzberg	Hygiene factors prevent dissatisfaction; motivators create satisfaction	Fix poor conditions, then enrich jobs	Oversimplifies human motivation
McClelland	People differ in achievement, power, and affiliation needs	Match tasks to motivational profile	Hard to measure precisely
Expectancy	Motivation depends on effort-performance-reward beliefs	Clarify standards and rewards	Assumes rational decision-making
Equity	Fairness perceptions drive motivation	Manage pay and treatment fairly	Perceptions may differ from objective facts
Goal-setting	Specific challenging goals improve performance	Use clear measurable objectives	Can encourage narrow focus if misused

3. Performance management, rewards, and job design

Performance management as a system

Performance management is more than an annual appraisal. It is an ongoing system of setting expectations, monitoring progress, providing feedback, developing capability, and linking outcomes to decisions about rewards or improvement. A strong performance management system helps employees understand what is expected, how success is measured, and how their work contributes to organisational goals.

An effective system usually includes:

Job analysis and role clarity
Goal setting and standards
Regular supervision and feedback
Performance appraisal
Development planning
Recognition or corrective action

If any of these stages is weak, performance often suffers. For instance, appraisal without feedback feels meaningless. Feedback without training can feel unfair. Goals without role clarity can produce confusion rather than motivation.

Types of performance measures

Performance can be measured in multiple ways, and each measure has strengths and weaknesses.

Quantity measures: output volume, sales numbers, number of cases processed.
Quality measures: accuracy, error rate, customer satisfaction, compliance.
Behavioural measures: attendance, teamwork, initiative, professionalism.
Outcome measures: profitability, service levels, productivity, turnaround time.

Managers must be careful not to rely on one metric alone. A call centre that rewards only speed may encourage agents to rush clients and reduce service quality. A hospital that measures only patient throughput may ignore care quality. A school that values only exam scores may neglect broader development. Balanced measurement reduces distortion.

The link between rewards and motivation

Rewards influence motivation when employees believe that the reward is fair, desirable, and tied to performance. Rewards may be:

Intrinsic rewards: satisfaction from meaningful work, autonomy, achievement, and learning.
Extrinsic rewards: salary, bonuses, commissions, benefits, promotions, prizes, and status symbols.

Intrinsic and extrinsic rewards are both important. Extrinsic rewards can attract effort, especially where economic pressures are strong. Intrinsic rewards sustain engagement when work is meaningful and employees feel trusted. The strongest workplaces often combine both.

However, poorly designed reward systems can create problems:

excessive competition between colleagues;
short-term focus at the expense of long-term quality;
gaming of metrics;
resentment if rewards are seen as biased;
loss of intrinsic interest if rewards are used mechanically.

For example, if a store gives bonuses only for sales volume, employees may push unnecessary products, ignore after-sales service, or pressure colleagues. Good reward design should encourage desired performance without encouraging ethical compromise.

Job design and the motivational quality of work

Job design refers to how tasks, responsibilities, and relationships are structured. It strongly influences motivation because it determines whether work feels meaningful, autonomous, and challenging. A monotonous job with little variety can reduce motivation even if pay is fair. A well-designed job can increase commitment, learning, and pride.

Important job design principles include:

Skill variety: using different abilities.
Task identity: completing a whole, identifiable piece of work.
Task significance: seeing the impact of the job on others.
Autonomy: having freedom in how work is done.
Feedback: receiving information about results.

When these characteristics are present, employees are more likely to experience psychological meaningfulness and responsibility. For example, a laboratory technician who can see how testing supports patient diagnosis may feel more engaged than one who simply repeats a narrow procedure without context. Likewise, a software developer with autonomy and feedback is likely to be more motivated than one who works under rigid micromanagement.

Work redesign in practice

Job redesign may involve:

Job enlargement: adding more tasks at the same level of complexity.
Job enrichment: increasing responsibility, autonomy, and significance.
Job rotation: moving employees between tasks or roles.
Team-based work: allowing shared responsibility and peer support.

Each method has a different effect. Job enlargement may reduce boredom, but not necessarily increase meaning. Job enrichment is usually more motivating because it increases discretion and responsibility. Job rotation can reduce fatigue and broaden skills, while teamwork can improve social support and collective accountability.

A manufacturing company in East London, for example, may rotate workers between assembly, inspection, and packaging to reduce monotony and improve understanding of the full process. A public-service office may enrich administrative roles by allowing staff to solve more client problems without escalating every issue. These changes can improve both motivation and service quality if implemented with proper training.

Leadership, supervision, and feedback

Managers and supervisors are critical to performance because they shape the daily experience of work. Employees often judge the organisation through the behaviour of their immediate supervisor. Supportive leadership can raise motivation by clarifying priorities, removing obstacles, recognising effort, and showing respect. Poor leadership can undermine even well-paid jobs.

Effective feedback should be:

timely;
specific;
behaviour-focused rather than personal;
balanced between strengths and improvement points;
linked to action.

For example, saying “your report was careless” is less useful than saying “the report contained three data errors and the summary needs clearer structure.” Feedback should help employees improve rather than merely judge them. In high-performing workplaces, feedback is routine, not only annual.

The relationship between stress and performance

Performance does not rise indefinitely with pressure. Moderate challenge can be energising, but excessive stress reduces concentration, creativity, and decision-making. Employees under chronic stress may become irritable, absent, cynical, or mentally exhausted. This is particularly important in jobs with customer complaints, shift work, high responsibility, or emotional labour.

A useful practical point is that motivation can collapse when people feel overloaded and unsupported. Stress management, adequate staffing, rest periods, realistic deadlines, and mental-health support are therefore performance issues, not merely wellness issues.

4. Common workplace factors that raise or reduce motivation

Fairness, justice, and trust

Fairness is one of the strongest predictors of motivation because people need to believe that the organisation treats them with dignity and consistency. Organisational justice usually includes:

Distributive justice: fairness of outcomes such as pay, promotion, and workload.
Procedural justice: fairness of the process used to make decisions.
Interactional justice: fairness in interpersonal treatment and communication.

Employees may accept an unpopular decision if they believe the process was transparent and respectful. For instance, if a promotion goes to another candidate but the selection criteria were clear, motivation is less likely to collapse than if the decision appears arbitrary. In contrast, secrecy, favouritism, and disrespect quickly erode trust.

Trust is built when managers keep promises, explain decisions honestly, and apply rules consistently. It is destroyed when employees hear one thing and experience another. Once trust declines, even good incentives may not restore motivation quickly.

Compensation and benefits

Pay matters because it meets basic needs and signals value. However, compensation only motivates effectively when it is perceived as adequate and fair. Very low pay can be demoralising and can force employees to focus on survival rather than performance. Yet once pay reaches a reasonable level, increases may have limited motivational impact unless linked to recognition, career growth, or performance.

Benefits also matter: medical aid, leave, retirement contributions, flexible scheduling, transport support, and childcare assistance can all influence motivation. These benefits often affect retention as much as day-to-day effort. In South Africa, transport costs and commuting time can be significant, so assistance in these areas may be highly valued.

Career development and growth opportunities

Employees are more motivated when they can see a future in the organisation. Career development includes training, mentoring, succession planning, job enrichment, and clear promotion pathways. Without growth opportunities, talented employees often stagnate or leave.

Development communicates that the organisation invests in the employee’s future. This is a powerful motivator because it satisfies needs for achievement, esteem, and self-development. Even when immediate pay increases are limited, learning opportunities can sustain commitment.

A clerical employee who receives training in digital systems may become more efficient and more engaged. A junior supervisor who is mentored for leadership may feel more confident and more loyal. By contrast, if employees are trained and then ignored, the investment may not translate into motivation because application pathways are missing.

Recognition and social reinforcement

People want to know that their effort is noticed. Recognition does not have to be expensive, but it should be sincere and specific. Examples include public praise, thank-you notes, employee-of-the-month programmes, small rewards, or opportunities to lead a project.

Recognition is especially effective when it confirms that the organisation notices excellence rather than only errors. In many workplaces, employees hear mainly when something goes wrong. This weakens motivation because effort becomes invisible. Balanced recognition creates a climate in which good performance is socially reinforced.

However, recognition must be credible. If every employee is called “excellent,” praise loses meaning. Recognition should therefore be tied to observable behaviour and meaningful contribution.

Workload, autonomy, and resources

Motivation is damaged when employees are expected to achieve targets without enough time, equipment, or authority. Autonomy matters because it gives people control over how work is performed. Control supports ownership, problem-solving, and pride.

At the same time, too much autonomy without guidance can cause confusion. The goal is not complete independence but appropriate discretion within clear standards. Managers should ask whether employees have:

enough staffing;
reliable systems and tools;
clarity about priorities;
access to decision-making;
support when difficulties arise.

If these conditions are missing, poor performance may reflect system failure rather than poor motivation.

Organisational culture

Culture is the shared pattern of values, beliefs, and norms that shapes how people behave at work. A healthy culture can motivate employees by promoting respect, collaboration, accountability, and learning. A toxic culture can suppress motivation through fear, blame, gossip, politics, and favouritism.

Culture matters because it tells employees what behaviour is rewarded in practice. If the official values say “teamwork” but promotions go to aggressive individualists, employees learn that the real culture is different from the formal one. Motivation depends heavily on whether employees experience alignment between stated values and daily reality.

5. Exam-focused synthesis, application, and revision guide

How to answer motivation and performance questions in IOP1501

Exam questions in IOP1501 often require students to define concepts, compare theories, apply them to scenarios, and explain managerial implications. Strong answers are analytical, not merely descriptive. A good response usually includes:

A clear definition
Relevant theory
Application to the workplace example
Strengths or limitations
A practical conclusion

For example, if asked why employees are underperforming, do not give only one explanation. Consider motivation, ability, and opportunity. If asked to discuss a theory, explain what it says, how it works, and where it is useful or limited.

Common examination themes

The most common themes in motivation and performance questions include:

the difference between motivation and performance;
internal versus external motivation;
content theories versus process theories;
fairness and rewards;
goal-setting and feedback;
job design and performance management;
factors influencing employee engagement;
why motivated employees may still underperform.

A recurring examination trap is to describe theories without showing workplace relevance. Examiners want evidence that the student understands how theory explains real behaviour in organisations.

A structured comparison of major theories

Theory type	Focus	Example workplace use
Content theories	What motivates people	Designing rewards, jobs, and benefits
Process theories	How motivation happens	Setting goals, managing expectations, ensuring fairness
Reinforcement approaches	How consequences shape behaviour	Rewarding punctuality or quality performance
Job design approaches	How work structure affects motivation	Enriching jobs, increasing autonomy, improving feedback

Content theories explain the kinds of needs or rewards that matter. Process theories explain the decision-making process behind effort. Reinforcement approaches focus on observable consequences. Job design approaches focus on the work itself. In a strong answer, these categories can be linked together rather than treated separately.

Practical intervention strategies for managers

Managers who want better motivation and performance should not rely on a single intervention. The best approach is multi-layered.

1. Diagnose the real problem

Ask:

Is performance low because of low motivation, low skill, or lack of resources?
Are targets unclear?
Are employees receiving unfair treatment?
Is the job too repetitive or too stressful?
Are rewards linked to performance in a credible way?

2. Improve role clarity

Employees perform better when they know exactly what success looks like. Clear standards reduce anxiety and wasted effort.

3. Strengthen feedback

Regular feedback prevents small problems from becoming major failures. It also increases learning and confidence.

4. Align rewards with valued outcomes

Not all employees value the same thing. Some prefer money, others prefer time off, training, autonomy, or promotion opportunities. Reward systems should reflect this diversity where possible.

5. Build fairness

Transparent procedures, consistent rules, respectful communication, and fair workload distribution are essential.

6. Increase meaningfulness

Employees are more motivated when they understand how their work matters. Connecting tasks to customer impact, organisational mission, or social benefit can improve commitment.

7. Invest in development

Training, mentoring, and career pathways strengthen performance by improving competence and long-term motivation.

Short applied scenario

Imagine a department at a university campus in South Africa where administrative turnaround times have become slow. Staff members complain about pressure, students complain about delays, and supervisors note rising absenteeism. A motivation-based analysis might reveal the following:

Employees are not clear about priority tasks, lowering expectancy.
Some believe only a few favourites get recognition, weakening equity perceptions.
The work is repetitive and offers little autonomy, reducing intrinsic motivation.
The filing and software systems are outdated, limiting performance even when staff try hard.
Feedback is rare and mostly negative, reducing morale.

A practical intervention would not be to simply “tell employees to work harder.” Instead, management should clarify service standards, improve systems, train staff, rotate duties where possible, and create a recognition process for accurate and timely service. This scenario illustrates the central IOP1501 principle that performance problems often require both motivational and structural solutions.

High-yield revision points

Motivation is the force that initiates, directs, and sustains behaviour.
Performance depends on motivation, ability, and opportunity.
Maslow and Herzberg are useful for understanding needs and job satisfaction, but they are not complete explanations.
Expectancy theory links effort, performance, and reward beliefs.
Equity theory emphasises fairness comparisons.
Goal-setting theory shows why specific, challenging goals improve performance.
Performance management is an ongoing process, not only an annual appraisal.
Rewards work best when they are fair, credible, and valued.
Job design matters because meaningful, autonomous work increases motivation.
Leadership, feedback, trust, and organisational culture strongly influence performance.

Final integration

The strongest way to understand motivation and performance in the workplace is to see them as a system rather than separate ideas. Employees bring needs, values, abilities, and expectations into the workplace. The organisation shapes their experience through leadership, pay, fairness, job design, culture, and opportunities for growth. Performance is the outcome of this interaction.

A highly motivated employee in a supportive environment is likely to perform well. A motivated employee in a poorly designed system may still struggle. A skilled employee may perform adequately without being highly motivated, but sustained excellence is much less likely. For this reason, effective managers in South African workplaces must go beyond slogans about commitment and create conditions in which employees can believe, “My effort matters, my work is valued, and success is possible.”

6. Consolidated revision table for quick exam preparation

Topic	Essential point	Typical exam angle
Motivation	Forces that initiate and sustain behaviour	Define and explain workplace relevance
Performance	Behaviour contributing to organisational goals	Distinguish task, contextual, and counterproductive behaviour
Maslow	Needs influence behaviour	Apply to employees with different life circumstances
Herzberg	Hygiene factors prevent dissatisfaction; motivators create satisfaction	Explain why pay alone may not motivate
McClelland	Need for achievement, power, affiliation	Match motivation to job type
Expectancy	Effort-performance-reward beliefs drive motivation	Analyse why employees stop trying
Equity	Fairness comparisons affect motivation	Discuss pay fairness and justice perceptions
Goal-setting	Clear, challenging goals improve performance	Apply to KPIs and feedback systems
Job design	Work structure affects motivation	Suggest redesign interventions
Performance management	Ongoing cycle of setting, monitoring, and improving performance	Explain appraisal and development processes

Final exam reminder

In IOP1501, a strong answer shows that motivation is not simply a personal trait but a result of the interaction between the employee and the organisational environment. High performance emerges when employees have the right combination of clear goals, fair treatment, meaningful work, adequate ability, and supportive systems. When those conditions are missing, even committed employees may underperform, and the solution must address both human motivation and workplace design.