Studies in 2 work organizations tested a self‐determination theory based model in which employees' autonomous causality orientation and their perceptions of their managers' autonomy support independently predicted satisfaction of the employees' intrinsic needs for competence, autonomy, and relatedness, which in turn predicted their performance evaluations and psychological adjustment. Path analysis indicated that the self‐determination theory model fit the data very well and that alternative models did not provide any advantage.

This study found support for the application of a theory of motivation to counseling churches regarding member enjoyment and involvement. The suitability of one of self-determination theory's assessment instruments to this type of consulting situation was also demonstrated. The research revealed a relationship between the level of experience of three categories of variables associated with intrinsically motivated behavior and the growth or non-growth of church membership, attendance, and giving. Organizational behaviors found to tap into the intrinsic motivation systems of members are identified. The author suggests an intrinsic motivation approach to consulting might be useful not only with religious bodies but also with other nonprofit groups such as charities and fraternal groups reliant upon volitional behavior.

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Self-determination theory describes the working conditions necessary for the experience of self-motivation. Performance evaluation sessions represent extraordinary opportunities to enhance motivation, yet often are approached with anxiety. An innate desire for feedback meets with a learned response of fear, by both the evaluator and evaluatee. Psychological fusion theory explains the source of this conflict and what nurse executives can do to use these sessions for motivational impact while ameliorating the attendant stress.

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