Motivation at work: An analysis from the self-determination theory perspective

Abstract

In the rapidly evolving organizational landscape of the 21st century, traditional motivational strategies are increasingly inadequate. This paper explores the application of Self-Determination Theory (SDT) as an alternative framework for understanding and enhancing employee motivation. Originating as a critique of traditional reward-punishment models, SDT focuses on fulfilling employees’ intrinsic psychological needs—autonomy, competence, and relatedness—to improve job satisfaction and organizational efficiency. The paper begins by tracing the historical development of work motivation theories, from scientific management to human relations theories, and positions SDT in this context. Using a combination of literature review and empirical analysis, including ANOVA and factor analysis, the study examines how SDT can be practically applied in the workplace. It discusses the benefits of autonomy, competence, and relatedness in increasing job satisfaction and performance, while also acknowledging the limitations and challenges of SDT, such as cultural variations and resource constraints. The paper concludes that SDT offers a robust, adaptable framework for modern organizations, with significant implications for future research and practice.