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

Magnitude estimation was employed to find the numerical equivalents of 39 expressions of frequency ranging from never to always, and 44 expressions of amount ranging from none to all. The results were generalizable across three age-occupation levels and unaffected by topic importance. Geometric means and appropriate variance measures are provided for each expression as well as suggestions for anchors for 4to 9-point scales. The percentage of overlap in judgments for adjacent points on scales are also given. Results are related to earlier work on scaling, and the utility of present approach is indicated.

Magnitude estimations of expressions of frequency and amount.

A Logical, Proven Framework for Understanding the Economic Value of Human Resources Investments How to choose Human Resources investments that deliver optimal strategic valuei??and eliminate those that don't Best-practice metrics and analysis techniques for talent management, performance management, health and wellness programs, and much more Investing in People introduces a breakthrough approach to Human Resources (HR) measurement that systematically aligns HR investments with organizational goals and helps make HR the true strategic partner it needs to be. Wayne F. Cascio and John W. Boudreau show exactly how to choose, implement, and use metrics to improve decision-making, optimize organizational effectiveness, and maximize the value of HR investments.You'll master crucial foundational principles such as risk, return, and economies of scalei??and use them to evaluate investments objectively in everything from work/life programs to training. Cascio and Boudreau also introduce powerful ways to integrate HR with enterprise strategy and budgeting and for gaining commitment from business leaders outside the HR function.If you truly want “a seat at the table”i??or if you want to keep the one you havei??you'll find this book utterly indispensable.Free software available onlineYou don't need to be a math wizard to get results from Investing in People! Visit www.shrm.org/publications/books to access software that automates virtually all of this book's key formulas and calculations.Foreword xiAcknowledgments xiiiAbout the Authors xivPreface xvPlan for the Book xviiChapter 1: Making HR Measurement Strategic 1Chapter 2: Analytical Foundations of HR Measurement 21Chapter 3: The Hidden Costs of Absenteeism 43Chapter 4: The High Cost of Employee Separations 67Chapter 5: Employee Health, Wellness, and Welfare 99Chapter 6: Employee Attitudes and Engagement 125Chapter 7: Financial Effects of Work-Life Programs 151Chapter 8: Staffing Utility: The Concept and Its Measurement 171Chapter 9: The Economic Value of Job Performance 195Chapter 10: The Payoff from Enhanced Selection 223Chapter 11: Costs and Benefits of HR Development Programs 245Chapter 12: Talent-Investment Analysis: Catalyst for Change 271Appendix A: The Taylor-Russell Tables 285Appendix B: The Naylor-Shine Table for Determining the Increase in Mean Criterion Score Obtained by Using a Selection Device 297Index 309

Investing in People: Financial Impact of Human Resource Initiatives

Executive Overview As organizations struggle to enhance their competitive positions, employment downsizing continues as a preferred part of a restructuring strategy. Its objective is to reduce operating costs as a way of increasing earnings and stock prices. A study of S&P 500 firms from 1982-2000, however, casts serious doubt on the long-term payoff of this approach. The purpose of this article is to suggest several alternative approaches to restructuring. In contrast to employment downsizing, a strategy that regards people as costs to be cut, a responsible restructuring strategy focuses on people as assets to be developed. This focus recognizes that people are the source of innovation and renewal, especially in knowledge-based organizations, and that the development of new markets, customers, and revenue streams depends on the wise use of a firm's human assets. The article presents company examples and research-based findings that illustrate mistakes to avoid and affirmative steps to take when restructu...

Strategies for responsible restructuring

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Wayne F. Cascio

Papers

Magnitude estimations of expressions of frequency and amount.

Investing in People: Financial Impact of Human Resource Initiatives

Strategies for responsible restructuring

Changes in Intrinsic Motivation as a Function of Negative Feedback and Threats.

Cognitive evaluation theory and some comments on the Calder and Staw critique.