Motivating employees with the Self-Determination Theory (SDT)
At a time when work happiness, sustainable deployment and employee engagement central, there is one theory of motivation that keeps coming up in both science and practice: the Self-Determination Theory (SDT). by Edward Deci and Richard Ryan. This theory provides HR professionals and executives with a powerful and proven framework for looking at what really drives employees: meaningful work, autonomy and connection (Deci & Ryan, 1985).
The three pillars: autonomy, connectedness and competence
According to Deci and Ryan (2000), sustained motivation revolves around fulfilling three basic universal psychological needs:
- Autonomy - the need to be able to make your own choices and influence what you do
- Competence - the feeling that you are good at something and can develop yourself
- Connection - feeling of belonging, being seen and appreciated
When these three needs are met, the intrinsic motivation increase. People then do their work not purely for a salary, bonus or review, but because they feel engaged, energized and committed (Ryan & Deci, 2000).
Intrinsic vs. extrinsic: why the 'why' matters
Self-Determination Theory makes a clear distinction between two forms of motivation:
- Intrinsic motivation: it arises from interest, pleasure or a personal motive. An employee is motivated because the work itself is fulfilling. Think about solving a complex problem, helping a colleague, or improving a process because it feels good and is meaningful.
- Extrinsic motivation: this one comes from outside and is aimed at obtaining a reward or avoidance of negative consequences. Think about working for a bonus, recognition or avoiding criticism.
Although extrinsic incentives can temporarily influence behavior, years of research show that intrinsic motivation much more powerful, sustainable and healthy is. It leads to greater commitment, creativity, learning ability AND well-being - provided the three basic psychological needs are supported (Deci & Ryan, 2000b).
How do you apply Self-Determination Theory in HR?
The practical recommendations below help HR professionals and executives design work so that it truly motivates employees:
1. Autonomy: give employees influence
Autonomy does not mean that employees have complete freedom, but it does mean that they experience influence on how they do their work. Give room for own initiative, let people think about goals and give choices where possible.
Example: Let teams decide how to approach projects, or offer flexibility in working hours, division of labor or development paths.
2. Competence: encourage growth and self-confidence
Competence is about feeling like you are getting better at something. Provide realistic challenges, constructive feedback and plenty of room to learn.
Example: Introduce development conversations, offer coaching and provide feedback focused on progress rather than just final results.
3. Connectedness: build psychological security
A sense of belonging occurs when employees feel valued, safe and part of a greater whole. Strengthening social relationships at work is crucial in this regard.
Example: Organize peer-to-peer appreciation, informal team moments or intervision sessions where employees can share experiences and support each other.
In conclusion, people naturally want to flourish
According to Self-Determination Theory, people have an innate need to grow, contribute and feel connected. As an HR professional, you can facilitate this natural process by consciously building autonomy, competency and affiliation. This is how you create an organization in which employees not only function, but truly blossom.
At JobRewards we believe in this vision. Our approach fits perfectly with the principles of SDT: we help organizations to structurally shape appreciation, development and commitment - with an eye for the person behind the employee.
Curious how JobRewards can help? Schedule an introductory meeting via this page.
References
- Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior.. New York, NY: Plenum.
- Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11, 227-268.
- Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55, 68-78.