Shaping Tomorrow’s Workplace by Integrating Self-Determination Theory

Abstract

Self-determination theory (SDT) has proven to be a versatile and useful theory when applied to the work setting. This chapter addresses the various consequences of the different types of work motivation and psychological need satisfaction and frustration by reviewing recent meta-analyses and research on these subjects. It then presents the research efforts that have been done on three different streams of basic psychological needs’ antecedents: compensation, interpersonal relationship/leadership, and job design. Discussing total pay, inequities, and transparency as well as wealth and taxes as a duty for redistribution, the chapter opens up the debate about how SDT can be used not only for organizational research but also for studying macro topics related to the job market and the economy in general. It concludes by arguing that SDT has established itself as one of the leading theories of work motivation.

The role of leadership in nurses' wellbeing and performance: A cross‐sectional survey using a dual motivational pathway model

“…For instance, when leaders actively listen to and validate their employees' perspectives, encourage independent choices and initiatives, and provide clear reasoning for their decisions, nurses experience less frustration in their inherent needs, resulting in a more motivated and engaged workforce. The observed partial mediation effects align with previous research, demonstrating that need satisfaction serves as a crucial bridge between perceived leadership and autonomous work motivation (Forest et al, 2023;.…”

“…Motivation, the driving force behind human behaviour and a pivotal factor in determining individuals' capacity to persevere in the face of challenges and attain their goals (Deci & Ryan, 1985a), plays a substantial role in explaining various work‐related outcomes such as work engagement, work performance and absenteeism rates (Deci et al., 2017; Deci & Ryan, 2000; Forest et al., 2023; Olafsen et al., 2017, 2018; Olafsen & Deci, 2020; Slemp et al., 2018; Williams et al., 2014). Drawing upon the Self‐Determination Theory (SDT) framework (Deci & Ryan, 1985a, 2000), this study endeavours to delve into the motivational processes of nurses in their work settings.…”

“…We aim to explore the interplay between nurses' perceptions of leadership, their motivation and the consequent work‐related outcomes, both on “the bright side” and “the dark side” of work. SDT, a framework widely employed in previous research to elucidate the links between social contextual factors and work outcomes (Deci et al., 2017; Deci & Ryan, 2000; Forest et al., 2023; Gözükara & Şimşek, 2015; Olafsen et al., 2017, 2018; Olafsen & Deci, 2020; Slemp et al., 2018; Williams et al., 2014), postulates that highly effective organizations can achieve both exceptional performance and employee wellbeing by nurturing high‐quality motivation among their workforce (Deci et al., 2017). Given the challenging nature of nursing work (Fernet et al., 2020; Maslach et al., 2001), comprehending the motivational drivers of nurses becomes imperative.…”

DECENT WORK WORLDWIDE: Universal values, diverse expressions

“…However, if the extrinsic value of money was one of the first debate explored, this section will allow us to better understand the functional meaning of money which refers to the subjective meaning given by employees to the cash rewards they receive (Thibault Landry et al, 2017a). While earning a salary is fundamental to explaining an employment relationship, it is necessary to move the debate away from the amount of money being paid and shift the focus on its meaning and significance (Forest et al, 2023).…”

“…These include notably the amount of money offered to employees given their positions and responsibilities, equity and fairness perceived in the process of compensating employees and the functional meaning of money. Throughout each part, one will be able to understand that, considering that the value of satisfying psychological needs has been deemed important in dozens of countries over the past 50 years (Forest et al, 2023), the process of reaching meaningful remuneration should be quite similar in most countries.…”