1.2 : Evaluate the principal factors that may affect performance and motivation in the workplace
High enthusiasm at work usually means eagerness, and a willingness to work hard, however this natural state of motivation can then be reduced, over time, by bad practices and poor conditions within the workplace.
The three factors, which together build enthusiasm, are as follows:
1. Equity/Fairness – People want to be treated fairly at work.
2. Achievement – People want to do important, useful work, and be recognized for this.
3. Camaraderie – People want to enjoy good relationships with their co-workers.

Factor One: Equity/Fairness
People are motivated by fair treatment, and they want their company to provide basic conditions that respect their physiological, economic, and psychological needs.
Equity and fairness would consider physical working conditions, job security, the amount of work expected, compensation, communication, favoritism, and the consistency of management's actions and words.
The equity factor is very similar to the hygiene factors described by Frederick Herzberg in his Motivation-Hygiene Theory
Factor Two: Achievement
People want to be proud of their work, and they want their achievements to be acknowledged. They also want to feel proud of what the organisation as a whole achieves.
The individual’s performance and motivation can depend on type of feedback they received, how participative their work environment was, whether adequate resources were provided, and how proud they were of their company.
Individuals would also expect to be provided with fair compensation, summarised below
• Competitive wages, and keep up with inflation.
• Include some variable pay (bonuses) for performance.
• Allow workers to share in company success through stock ownership or other profit-sharing programs

Factor Three: Camaraderie
When people go to work, they want to enjoy themselves. That makes interpersonal relationships very important. A culture that supports and encourages cooperation, communication, friendliness, acceptance, and teamwork is critical for maintaining enthusiasm. As such, partnership needs to be an important part of company culture.
Workers want to feel a sense of community and teamwork.
• Make "people skills" a priority. Demonstrate empathy, consideration, and respect – and expect the same from every worker.
• Encourage interactions, and provide social opportunities.
• Reward positive team behaviours.
• Encourage cross-functional interaction and teamwork.
• Review department mandates and practices regularly to ensure consistency in the approach and message.
By creating an environment that addresses all three factors for enthusiasm, you can better ensure high worker satisfaction, motivation, and productivity. However, these factors are not independent of one another: You can't ignore compensation needs and expect to make up for it with increased camaraderie. Likewise, you can't allow a manager to treat her staff poorly, even though you provide high achievement elements.
Leaders and managers must create an environment, and supporting practices, that deliver high levels of equity, achievement, and camaraderie. When people are treated fairly, are proud of the work they do, and do it with people they like, then enthusiasm grows – along with morale and productivity