## 2 Materials and Methods
### Materials
#### 2.1.1 IoT: Definition and Evolution
In its construction, the UTAUT model uses four basic variables to reflect the above-mentioned relationships: Performance Expectancy (PE) (users' perception of the usefulness of IoT in their professional activity), Effort Expectation (EE) (ease perceived by users in using IoT), Social Influence (SI) (perception of social pressure in IoT use) and Facilitating Conditions (FC) (user perception of support for IoT use) to make predictions about user Behavioral Intentions (BI) and Use Behavior (UB) in adopting IoT for professional purposes in the workplace. The UTAUT model also uses the following variables: gender, age, previous experiences with IoT or other technologies, the degree of volunteering and influencing independent variables (PE, EE, SI, FC) and dependent variables (BI, UB). Like any other model, UTAUT has advantages and limitations. According to specialists, the most important advantages of the UTAUT model are: (1) the holistic approach in explaining the basic relationships with social and psychological factors with a significant impact on information technology; (2) consistent validity and reliability of collected data [45; 46]. Among the limits of the UTAUT model identified by the most significant specialists are: (1) the multitude of variables necessary to achieve the substantial level of variance; (2) due to the complexity of SI and FC they cannot be measured correctly [47]. Considering the advantages and limitations of the UTAUT model, the specialists tried to investigate the acceptance of information technology by analyzing the intrinsic and extrinsic motivations of the staff employed to obtain feedback for the design of effective strategies by companies for promotion in the workplace [48]. 1.3 Motivation and Relationships between Intrinsic and Extrinsic Motivations of Employees and Managers  
Work motivation is defined as \"the psychological forces that determine the direction of a person's behavior in an organization, a person's level of effort, and a person's level of persistence in the face of obstacles\" [49]. In other words, work motivation can be approached through the prism of motivation: (1) intrinsic (refers to noninstrumental behavioral involvement that is inherently satisfactory and pleasant, motivated action not depending on the outcome of the behavior) and (2) extrinsic (refers to performance instrumental behavior that is fundamentally contingent on achieving a result separate from the action itself) [50]. In the professional environment, employees as well as managers would be intrinsically motivated by pleasure and satisfaction in performing their tasks [51; 52] but also personal performance [53]. Extrinsic motivation is related to objectives such as financial rewards or incentives obtained [51; 52]. Defined from the practical point of view, motivation guides the direction, intensity and persistence of performance behaviors [53]. Generally speaking, extrinsic and intrinsic motivations influence the intentions of employees or managers regarding activities and behaviors but the factors that influence these motivations are very little known [51].