Self-determination theory (SDT) maintains that an understanding of human motivation requires a consideration of innate psychological needs for competence, autonomy, and relatedness. We discuss the SDT concept of needs as it relates to previous need theories, emphasizing that needs specify the necessary conditions for psychological growth, integrity, and well-being. This concept of needs leads to the hypotheses that different regulatory processes underlying goal pursuits are differentially associated with effective functioning and well-being and also that different goal contents have different relations to the quality of behavior and mental health, specifically because different regulatory processes and different goal contents are associated with differing degrees of need satisfaction. Social contexts and individual differences that support satisfaction of the basic needs facilitate natural growth processes including intrinsically motivated behavior and integration of extrinsic motivations, whereas those that forestall autonomy, competence, or relatedness are associated with poorer motivation, performance, and well-being. We also discuss the relation of the psychological needs to cultural values, evolutionary processes, and other contemporary motivation theories.

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The "What" and "Why" of Goal Pursuits: Human Needs and the Self-Determination of Behavior

https://www.selfdeterminationtheory.org/SDT/documents/2000_RyanDeci_IntExtDefs.pdf

Intrinsic and Extrinsic Motivations: Classic Definitions and New Directions.

According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Out of the Crisis

This paper comprehensively examined the linkages between systems of High Performance Work Practices and firm performance. Results based on a national sample of nearly one thousand firms indicate that these practices have an economically and statistically significant impact on both intermediate outcomes (turnover and productivity) and short- and long-term measures of corporate financial performance. Support for the predictions that the impact of High Performance Work Practices is in part contingent on their interrelationships and links with competitive strategy was limited.

https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID1803666_code1640113.pdf?abstractid=1803666&mirid=5&type=2

The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance

Cognitive evaluation theory, which explains the effects of extrinsic motivators on intrinsic motivation, received some initial attention in the organizational literature. However, the simple dichotomy between intrinsic and extrinsic motivation made the theory difficult to apply to work settings. Differentiating extrinsic motivation into types that differ in their degree of autonomy led to self-determination theory, which has received widespread attention in the education, health care, and sport domains. This article describes self-determination theory as a theory of work motivation and shows its relevance to theories of organizational behavior. Copyright © 2005 John Wiley & Sons, Ltd.

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Self‐determination theory and work motivation

This book is about human resource (HR) strategy – the decisions, processes, and choices that organizations make about managing people . It is designed as a primer for students in master of business administration (MBA) or HR programs, as well as for HR and organization leaders and general managers. It aims to provide an overview of the elements of human resource plans at the strategic, operational, unit, and functional levels. It is more than that, however. A unique aspect of this book is that we have incorporated a consistent perspective that human resource or human capital strategy is also about risk optimization and management. It is difficult to consider any arena of management without attention to risk, and this is especially true in the arena of human capital. Integrating risk into human resource strategy is a less traditional way to approach the topic, but an increasingly uncertain world demands such a perspective. Not only is it important to incorporate risk more explicitly into the framework of human capital strategy, but also, we believe, doing so will enhance and extend the paradigms of human capital planning in new and useful directions, producing a unique perspective for leaders inside and outside the HR function. We will have much more to say about risk optimization and management in later chapters. The purpose of this opening chapter is to explore some of the fundamental ideas that underpin organizational strategy in general, because organizational strategy is the foundation of human resource strategy.

Short Introduction to Strategic Human Resource Management: What is strategy?

Part I Environment Chapter 1: Human Resources in a Globally Competitive Business Environment Chapter 2: The Financial Impact of Human Resource Management Activities Chapter 3: The Legal Context of Employment Decisions Chapter 4: Diversity At WorkPart II Employment Chapter 5: Analyzing Work and Planning for People Chapter 6: Recruiting Chapter 7: StaffingPart III Development Chapter 8: Workplace Training Chapter 9: Performance Management Chapter 10: Managing CareersPart IV Compensation Chapter 11: Pay and Incentive Systems Chapter 12: Indirect Compensation: Employee Benefit PlansPart V Labor-Management Accommodation Chapter 13: Union Representation and Collective Bargaining Chapter 14: Procedural Justice and Ethics in Employee RelationsPart VI Safety, Health, and International Implications Chapter 15: Safety, Health, and Employee Assistance Programs Chapter 16: International Dimensions of Human Resource Management

Managing Human Resources: Productivity, Quality of Work Life, Profits

Executive Overview Downsizing, the planned elimination of positions or jobs, is a phenomenon that has affected hundreds of companies and millions of workers since the late 1980s. While there is no shortage of articles on “How To” or “How Not To” downsize, the current article attempts to synthesize what is known in terms of the economic and organizational consequences of downsizing. We argue that in many firms anticipated economic benefits fail to materialize, for example, lower expense ratios, higher profits, increased return-on-investment, and boosted stock prices. Likewise, many anticipated organizational benefits do not develop, such as lower overhead, smoother communications, greater entrepreneurship, and increases in productivity. To a large extent, this is a result of a failure to break out of the traditional approach to organization design and management—an approach founded on the principles of command, control, and compartmentalization. For long-term. sustained improvements in efficiency, reductio...

Downsizing: What do we know? What have we learned?

The article reviews the book “Applied Psychology in Personnel Management,” by Wayne Cascio.

Applied psychology in personnel management

Executive Overview Virtual workplaces, in which employees operate remotely from each other and from managers, are a reality, and will become even more common in the future. There are sound business reasons for establishing virtual workplaces, but their advantages may be offset by such factors as setup and maintenance costs, loss of cost efficiencies, cultural clashes, isolation, and lack of trust. Virtual teams and telework are examples of such arrangements, but they are not appropriate for all jobs, all employees, or all managers. To be most effective in these environments, managers need to do two things well: Shift from a focus on time to a focus on results; and recognize that virtual workplaces, instead of needing fewer managers, require better supervisory skills among existing managers. Taking these steps can lead to stunning improvements in productivity, profits, and customer service.

Wayne F. Cascio

Papers

Short Introduction to Strategic Human Resource Management: What is strategy?

Managing Human Resources: Productivity, Quality of Work Life, Profits

Downsizing: What do we know? What have we learned?

Applied psychology in personnel management

Managing a virtual workplace