It’s called the “Ikea effect” and explains how important (and motivating) it can be to carry out activities over which you have full control from the start (from the idea) to the end (to the construction). The paternity of this theory is recognized to Prof. Dan Ariely, a behavioural psychology and economics lecturer at Duke University, who demonstrated why some jobs that were more tiring and apparently antieconomical actually turned out to be satisfying and gave an increase in the perception of value.
The idea lying at the base of the Ikea effect can be found in a simple consideration: building an item of furniture creates a closer link with the object concerned, much more than with objects simply purchased. The action of assembling it is satisfying because you participate actively in its construction, have a vision of the efforts in progress and develop some sort of emotional relationship that is more than a simple monetary transaction.
In organizational terms, it is well known that commitment is not the fruit of merely economic considerations, but this theory also demonstrates something else: that giving workers the chance to take part in the processes and the results of their work may have a greater impact in terms of performance, responsibility and the triggering of emotional dynamics than the supply of benefits at random or being constantly guided.
In the delicate process of restoring (or creating from scratch) the most profitable company-people relationship, following the socio-economic transformations in progress, the HR function plays an important role in favouring the spread of a less paternalistic management culture more closely focused on delegation and the assignment of responsibility to the teams.
An advanced technological infrastructure is the indispensable condition for making this conceptual suggestion concrete as it does not serve simply to save time, automate some processes or simplify operations, but is part of a broader cultural and organizational meta-message in line with the philosophy of professional self-determination.
The worker can participate, share and find information, dialogue, propose, be involved and have an overall vision of a nervous system of relations through which he can make decisions, solve problems and, why not, have fun, too.