Advances in Developing Human Resources · 2018 · 375 citations · 33 references
ManagementHuman Resource ManagementOrganizational BehaviorEmployee EngagementJob DesignOrganizational DevelopmentEmployee MotivationIntrinsic MotivationMotivationWork DesignAffective Organizational CommitmentIntrinsic InterestPsychological Needs SatisfactionQuality MotivationRelatedness Need SatisfactionSatisfactionWorkplace Motivation
HRD has shifted from external incentives to cultivating internal motivation, with affective commitment and intrinsic motivation seen as essential for organizational success. The article reviews how self‑determination theory can be applied to assess and build a culture of high‑quality motivation, explains how satisfying employees’ basic psychological needs fosters such motivation, and aims to equip researchers and practitioners with actionable SDT principles for engagement. The authors examine a continuum of workplace motivation types, from controlled compliance to intrinsic interest, and argue that supporting autonomy, competence, and relatedness moves employees toward higher‑quality motivation. Evidence indicates that satisfying basic needs through managerial climate, job design, compensation, and organizational mission enhances motivation, leading to improved talent retention, workplace wellness, engagement, job satisfaction, and productivity.
The Problem There has been a “Copernican turn” in approaches to motivation and management: The focus in human resource development (HRD) and management circles today is no longer on how companies can motivate or incentivize employees from the outside, but instead on how they can effectively foster and support the high-quality motivation that comes from within employees. Developing affective commitment and intrinsic motivation is highlighted as a key to organizational success and employee satisfaction. The Solution In this article, we review our applications of self-determination theory (SDT; Ryan & Deci, 2017) concerning how organizations can both assess and build a culture of high-quality motivation. We review a continuum of types of motivation in the workplace that range from passive or controlled compliance to personal valuing of and intrinsic interest in one’s work. We then discuss how support for employees’ basic psychological needs for autonomy, competence, and relatedness leads to these higher quality types of motivation. Evidence shows that enhanced need satisfaction can come from managerial climate, job design, and well-crafted compensation strategies, as well as being influenced by the perceived mission of the company. A focus on basic needs provides a practical basis for leveraging positive change and achieving goals from talent retention to workplace wellness. The Stakeholders This article was written to help both researchers and practitioners in HRD (i.e., organizational leaders, human resource professionals, managers) learn the basic principles and applications of SDT as a means of unlocking a more practical and actionable model for engagement and motivation. This review not only translates SDT into practice, opening opportunity for collaboration between researchers and practitioners, but also provides meaningful insight into sustained employee motivation and engagement, job satisfaction, and productivity.
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