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.

/pdf/self-determination-theory-and-work-motivation-42ilnslrq4.pdf

Self‐determination theory and work motivation

HR should be every company’s “killer app.” What could possibly be more important than who gets hired, developed, promoted, or moved out the door? Business is a game, and as with all games, the team that puts the best people on the field and gets them playing together wins. It’s that simple. Jack Welch, former CEO of General Electric Among the choices and results of HR strategy are which people to “put on the field,” “when and where they play,” and “getting them to play together.” Today, the people who work for an organization may come from down the street or from across the sea. Moreover, they may be physically co-located or only “meet” virtually. “Getting them to play together” has never been more challenging, especially when the game is being played on a field and in a context that includes changing fan preferences, changing rules and regulations, global franchises, and the technology that enables, records, and broadcasts the game. In this chapter we identify some of the challenges that businesses face in today’s world. Our objective to is identify key forces and trends that are helping to shape how business is transacted, and how it will be transacted in the future, with particular emphasis on forces and trends that have implications for how strategy and human capital connect. Let us begin by considering two mega-trends: the effects of globalization and technology on organizations. Figure 2.1 illustrates other aspects of the external environments of organizations that we discuss in this chapter.

Short Introduction to Strategic Human Resource Management: The external environment

Denise M. Rousseau (Ed.). The Oxford Handbook of Evidence‐Based Management. New York, NY: Oxford University Press, Inc., 2012, 460 pages, $150.00 hardcover.

Wayne F. Cascio

Papers

Short Introduction to Strategic Human Resource Management: The external environment

Denise M. Rousseau (Ed.). The Oxford Handbook of Evidence‐Based Management. New York, NY: Oxford University Press, Inc., 2012, 460 pages, $150.00 hardcover.

11. Pursue Insight