# Motivation and emotion/Book/2024/Work motivation and self-determination theory

* Multimedia presentation (3 min)

## Overview

* Scenario
* A company has started to see a decline in employee motivation and productivity. Despite the competitive salaries, management has started to see an increase in turnover rates and a drop in employee motivation and engagement. The company recently decided to bring in a psychologist to investigate the issue using the Self-Determination Theory. Through this theory, the psychologist presented management with three psychological needs that the company must meet: autonomy, competency and relatedness.
The Self-determination theory (SDT) was developed by Edward Deci (See figure 1) and Richard Ryan in 1985 (Bernstein, 1990). SDT is a theory of human motivation that at its core is based on the human needs of autonomy, competence and relatedness (Deci & Ryan, 2000). The SDT has often been used to explain why people are motivated to work (Gangé & Deci, 2005).
Work motivation asks why people are motivated to work. Whether it is for pleasure or the reward, people are generally motivated to work (Van den Broeck et al., 2021). The SDT provides an explanation of the reasons behind work motivation and also gives employers a clear guide as to how to motivate employees to be hard working, productive and dedicated to their roles (Van den Broeck et al., 2021). Without motivation one may never work as there is nothing to push the individual forward and move them towards a goal (Gangé & Deci, 2005).
The SDT and its effect on the motivation to work has been heavily studied, which often tends to give emphasis on the factors of autonomy, competence and relatedness (Deci & Ryan, 2000). These factors are useful in driving employees to try their hardest and do their best (Deci & Ryan, 2005). Using the SDT, it is hoped that employees and employers can use this theory to create rewarding and motivating work spaces.
* Focus questions:
* What is motivation?
* What is the Self-Determination Theory?
* What is the difference between intrinsic and extrinsic motivation?
* What drives people to be motivated to work?
* Is the Self-Determination Theory significant to work motivation?[Rewrite as an open-ended question]
* Do autonomy, competence and relatedness affect our work standard?[Rewrite as an open-ended question]
* Are there other psychological theories that relate to motivation?[Rewrite as an open-ended question]

## What is motivation?

Motivation is the force that drives us to achieve and maintain behaviours (Ilgaz & Eskici, 2019). Basic motivation is built into humans from a very young age (Ilgaz & Eskici, 2019). When a baby really wants something they are motivated to crawl (see figure 2) and eventually walk to get to the object (Ilgaz & Eskici, 2019). Motivation is crucial in setting and obtaining goals throughout life. From birth to death, humans rely on motivation to drive them forward towards their goals (Ilgaz & Eskici, 2019).

### Intrinsic vs extrinsic motivation

Motivation tends to come in two forms; intrinsic and extrinsic (Gangé & Deci, 2005). Intrinsic motivation involves individuals engaging in an action or event because they want to do it, as it is interesting or enjoyable (Gangé & Deci, 2005). Extrinsic motivation tends to involve a person doing the activity as they will receive a reward for it, not because it is satisfying to them (Gangé & Deci, 2005). Work motivation can fall under one or even both of these categories (Gangé & Deci, 2005).
If someone finds their job simply enjoyable and interesting and is not necessarily interested in the pay or consequences of the role, they are intrinsically motivated to do the work (Gangé & Deci, 2005). Whereas, if another individual is purely working for the benefits and pay, they are extrinsically motivated (Gangé & Deci, 2005). The key for employers is to provide a work place that falls in the middle of being both intrinsically and extrinsically motivating to their employees (Gangé and Deci, 2005).

### What is work motivation?

Work motivation determines what is needed for employees to work their hardest, be productive and be committed to their company (Van den Broeck et al., 2021). Our motivation to work can be fuelled by many factors, including both intrinsic and extrinsic motivators, but the SDT explains that the main contributors to work motivation are autonomy, competence and relatedness (Van den Broeck et al., 2021).

## What is self-determination theory?

SDT is a well studied and explored psychological theory of motivation (Urhahne & Wijnia, 2023). Since it was introduced in 1985 (Bernstein, 1990), it has proven to accurately answer the many questions researchers have of motivation. The SDT explains the difference between intrinsic and extrinsic motivation through its three dimensions; autonomy, competence and relatedness (Olafsen et al., 2024).
This theory proposes that these three dimensions are human needs for intrinsic motivation (Corduneanu et al., 2020). Recent studies have also proposed that a fourth dimension be added to the SDT; Beneficence (Corduneanu et al., 2020). Beneficence has not necessarily been formally added to the SDT however refers to individuals having a sense that they are positively impacting society (Corduneanu et al., 2020). Although this may be relevant to motivation, the founders of SDT have put their emphasis on the original three dimensions, which is what is more so focused on in modern psychological science (Corduneanu et al., 2020).
The SDT can be used for assessing motivation in a variety of scenarios and is extremely relevant to work motivation (Nie et al., 2015). To be motivated to work is something that many people may struggle with. The SDT explains that for a company to successfully motivate their employees to work their hardest; Autonomy, competence and relatedness must be a part of their culture (Nie et al., 2015)

### Other psychological theories of motivation

* Temporal Motivational Theory
* Goal Theory
* Expectancy Theory
* Social Cognitive Theory
* Attribution Theory

## Autonomy, competence and relatedness

[Provide more detail]

### Autonomy

The SDT is one of the only theories of human motivation that highlights autonomy as a human need, whether that be in the workplace and other situations (Ng et al., 2012). Autonomy is having the ability to be in control of ourselves and acting based on enjoyment and choice, rather than being controlled by others (Nie et al., 2015). The SDT explains that it is important for employers to allow autonomy so that workers feel as though they have freedom and flexibility (Nie et al., 2015). Allowing autonomy has shown greater performance, well-being and persistence within workplaces (Nie et al., 2015).

### Competence

Competence within the SDT relates to the ability one has to confidently and successfully complete a task (Niemiec & Ryan, 2009). Studies have found that when workers feel competent they are more willing to work harder and stay in positions (Niemiec & Ryan, 2009). According to the SDT, feeling competent allows for employees to be more motivated to work and therefore positively impacts companies (Niemiec & Ryan, 2009).

### Relatedness

Relatedness is the desire humans have to feel connection and have a relation to those around them (Olafsen et al., 2024). In a workplace setting, this may involve one feeling connected to their colleagues and a sense of community and support within the company (Olafsen et al., 2024). When employees have a sense of relatedness with their co-workers, they are more motivated to perform well and have a positive attitude towards work (Olafsen et al., 2024).

## Conclusion

The SDT is arguably one of the most influential theories of motivation (Nie et al., 2015). The theory explains that intrinsic motivation is fueled by the three components autonomy, competence and relatedness (Niemiec & Ryan, 2009). Autonomy being the choice and control an individual believes they have (Nie et al., 2015)[grammar?]. Competence relating to how competent one feels at completing the task (Niemiec & Ryan, 2009)[grammar?]. And, relatedness being the support and connection people feel they have with others doing the task (Olafsen et al., 2024)[grammar?].
With these three components in mind, the SDT does explain work motivation. For people to feel motivated to work it is important to recognise that autonomy, competence and relatedness play an important role (Niemiec & Ryan, 2009). When workers feel as though they have choice and flexibility, [missing something?] feel as though they are good at their role and have sufficient support and positive colleague relationships, they are more likely to be productive and work their hardest (Olafsen et al., 2024). The SDT is a versatile theory that helps companies create workplace cultures that are motivating and therefore successful (Nie et al., 2015).