Self-Determination Theory in Work Organizations: The State of a Science

TLDR

Self‑determination theory is a macro theory of human motivation that has expanded to work organizations, yet research has often focused separately on employee well‑being or organizational profits. The paper aims to discuss how SDT explains workplace motivation through autonomous versus controlled motivation and basic psychological needs, and to examine its application to policies, leadership, job design, justice, and compensation. The authors review SDT concepts and apply them to workplace contexts, analyzing how autonomous motivation and basic needs influence performance and wellness, and exploring their links to leadership, job characteristics, justice, and compensation.

Abstract

Self-determination theory (SDT) is a macro theory of human motivation that evolved from research on intrinsic and extrinsic motivations and expanded to include research on work organizations and other domains of life. We discuss SDT research relevant to the workplace, focusing on (a) the distinction between autonomous motivation (i.e., intrinsic motivation and fully internalized extrinsic motivation) and controlled motivation (i.e., externally and internally controlled extrinsic motivation), as well as (b) the postulate that all employees have three basic psychological needs—for competence, autonomy, and relatedness—the satisfaction of which promotes autonomous motivation, high-quality performance, and wellness. Research in work organizations has tended to take the perspectives of either the employees (i.e., their well-being) or the owners (i.e., their profits). SDT provides the concepts that guide the creation of policies, practices, and environments that promote both wellness and high-quality performance. We examine the relations of SDT to transformational leadership, job characteristics, justice, and compensation approaches.