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.

/pdf/the-what-and-why-of-goal-pursuits-human-needs-and-the-self-9g2lmfmhmg.pdf

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 chapter is not a comprehensive review of the research literature relevant to personnel selection and training research. Rather it attempts to place the subjects of selection and training in perspective--that is, in terms of their partial contribution to employee productivity, quality of work life, and profits. Then we will present examples of the contribution of four types of behavioral science interventions: an absenteeism control program, an employee assistance program, a goal setting and feedback program, and an assessment center selection program. Let us begin by defining our terms.

Impact of Selection and Training Research on Productivity, Quality of Work Life, and Profits

Wplyw postaw pracowniczych na efektywnosc organizacji

The Federal Uniform Guidelines on Employee Selection Procedures (1978)

Downsizing and Outplacement

Can you use standard dimensions of risk management to determine and evaluate the pivotal elements
 of an organization’s talent strategy? Terry Gray and Matt Hankes, two human resource and
 organization effectiveness leaders at Cargill, have done just that. Recall from earlier chapters the
 dimensions of risk that were described by the Committee of Sponsoring Organizations, shown here as
 Figure 6.1. Notice the front face of the cube, and its list of elements for addressing risk: objective
 setting; event identification; risk assessment; risk response; control activities; information and
 communication; and monitoring. At Cargill, decisions about human resource management strategy,
 programs, and policies are framed in terms of their impact on strategic risk factors, particularly
 when it comes to internal controls. Cargill already used the COSO framework for its risk management,
 so the framework provided a natural way to connect human capital strategy and decisions to the
 larger organizational risk objectives. Cargill HR leaders used several elements of the COSO
 framework to help their non-HR leaders better understand the impact of HR. For example, regarding the “control environment,” the Cargill HR audit process notes that it depends on integrity and ethical values, commitment to competence, management philosophy and operating style, organization structure, and authority and responsibility assignments. Leaders consider that these things are directly affected by factors such as unrealistic performance targets, the bonus structure, poor segregation of duties, excessive decentralization, and insignii cant or unpublicized penalties for improper behavior. The process asks a simple question: “Is HR involved in any of the above?” The answer is “Of course,” and this sets the tone for a deeper dialogue about how investments in people can create organization and talent outcomes that are pivotal to Cargill’s most vital risk issues.

Wayne F. Cascio

Papers

Impact of Selection and Training Research on Productivity, Quality of Work Life, and Profits

Wplyw postaw pracowniczych na efektywnosc organizacji

The Federal Uniform Guidelines on Employee Selection Procedures (1978)

Downsizing and Outplacement

Short Introduction to Strategic Human Resource Management: HR strategy: communication and engagement