I was working well as an application tester, but my wish was to be advanced and work as a business analyst. As such, some of my activity was dedicated to proving to my boss that I would be performing better and more efficiently as a business analyst rather than as a software tester. This did not mean that I would be able to perform less well on my current job, but rather that I had to be involved in activities that supported my claim for the new job as well. Eventually, such an approach provided the correct premises for me to assume the new position.
At the same time, besides showing your own qualities, one also needs to show why those qualities are better than those of other colleagues. The show of qualities always needs to be presented relative to the others rather than just in an absolute manner. I tried to compare myself to the other colleagues and show my boss not only why I would be more efficient in that position, but also why I would be more efficient than my colleagues in that position.
The reason all these arguments have been made is to show that advancing in a company or organization cannot be considered as being triggered by instinct, because both the causality and the causal relationship between the premise and the consequence and the instruments with which the advancement is followed have an underlying rational basis. The individual associates facts, rationally explains why he should perform one action over another in the process of personal achievement and does all this in a complex organizational society, that of a company. While the need itself for achievement...
This can certainly have a strong impact on motivational theories in the workplace today, partially pointed out in Maslow's pyramid of needs.
According to this, the individual is more and more circumscribed to the fourth and fifth levels of the pyramid that involve the need for recognition and social needs. In today's working environment, this is as true as ever, especially since the relationship between different employees are more and more complex and the individual's position in an organization and what is expected of him are also difficult to evaluate and coordinate.
Studies have pointed out that, occasionally, it is not the financial conditions (instinctual) that take precedence in a negotiation regarding a new position, but rather other elements, such as the working conditions, including from a social point-of-view (rational and emotional, but not instinctual). This is not determined by instinct, but rather by the fact that the individual spends so much time in the office that he feels the need to be in an office which encourages human interaction. This is also caused by the environment, which acts on his need for social inclusion.
