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Self-Determination Theory
Self-determination theory (SDT) is an empirically based theory of human motivation, optimal functioning, and wellness. SDT assumes that people have an inherent growth tendency, which is referred to as the organismic integration process. Through this process, development occurs both by the unfolding of intrinsic motivation and interests and by the process of internalizing practices and values from the external world. Accompanying people’s development and ongoing functioning are subjective human experiences of autonomy, competence, and relatedness, or what in SDT are called people’s basic psychological needs. That is, SDT relies on human experiences related to these three basic needs as the central inputs to development and functioning and also as an important focus for testing hypotheses empirically. Experiences related to these needs are assessed through subjective reports as well as a variety of supplementary methods from brain imaging to implicit measurements and priming of nonconscious motivational processes. Although SDT is a complex theory that will only be partially reviewed herein, at its core it proposes a multidimensional motivational model that is unified by the concept of autonomy. SDT then deals with how to promote the most functional types of motivation—that is, the types associated with optimal functioning and growth.
SDT also specifies individual differences, called general causality orientations, that represent the type of motivation a person most typically embraces, and it also differentiates the nature and consequences of people’s life goals or aspirations, which shape both proximal behaviors and individuals’ overall well-ness trajectories. Each of these fundamental issues is addressed in the next sections; the final section discusses empirical evidence specific to the field of management.
Fundamentals
Self-determination theory proposes two overarching types of motivation: autonomous motivation and controlled motivation. When people are autonomous, they act with a full sense of volition, choice, and congruence. When controlled, they act with a sense of pressure, tension, and demand. To understand more fully the meaning of autonomous and controlled motivation, it is helpful to begin with the distinction between intrinsic motivation and extrinsic motivation.
Intrinsic motivation is defined as doing an activity out of interest and enjoyment—that is, for its own sake. A child playing with toys, or with the packages they came in, is a beautiful example of intrinsic motivation. But intrinsic motivation is not limited to children’s play—it is evident in sport, learning, gaming, and other challenge-seeking activities throughout the life span. It is important in adults’ learning of new information and gaining new skills and competencies, and thus it is important in both work and play environments. Intrinsic motivation is the prototype of autonomous motivation, for when acting out of interest and enjoyment, people feel a full sense of willingness and endorsement of what they are doing.
Extrinsic motivation is defined as doing something for an instrumental reason, to obtain separate consequences, such as gaining rewards or approval, avoiding punishments or criticism, boosting self-esteem, or living up to deeply held values. These various reasons, while all instrumental, are quite different and have been found to lead to different performance and affective outcomes. Therefore, SDT has specified different types of extrinsic motivation that vary in terms of the degree to which they are autonomous.
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- Nature of Management
- Managing People, Personality, and Perception
- Affect Theory
- Affective Events Theory
- Big Five Personality Dimensions
- Causal Attribution Theory
- Cognitive Dissonance Theory
- Emotional and Social Intelligence
- Fairness Theory
- Image Theory
- Individual Values
- Job Demands–Resources Model
- Locus of Control
- Organizational Commitment Theory
- Organizational Identification
- Organizationally Based Self-Esteem
- Psychological Contract Theory
- Psychological Type and Problem-Solving Styles
- Schemas Theory
- Self-Concept and Theory of Self
- Self-Fulfilling Prophecy
- Sensemaking
- Social Cognitive Theory
- Social Construction Theory
- Social Identity Theory
- Social Information Processing Model
- Theory of Emotions
- Theory of Reasoned Action
- Theory of Self-Esteem
- Type A Personality Theory
- Managing Motivation
- Managing Interactions
- Circuits of Power and Control
- Conflict Handling Styles
- Critical Theory of Communication
- Dialectical Theory of Organizations
- Dual-Concern Theory
- Genderlect and Linguistic Styles
- Influence Tactics
- Informal Communication and the Grapevine
- Information Richness Theory
- Organizational Assimilation Theory
- Patterns of Political Behavior
- Principled Negotiation
- Social Exchange Theory
- Social Information Processing Model
- Social Movements
- Social Network Theory
- Social Power, Bases of
- Strategic Contingencies Theory
- Structuration Theory
- Theory of Cooperation and Competition
- Trust
- Managing Groups
- Asch Effect
- Group Development
- Group Polarization and the Risky Shift
- Group Punctuated Equilibrium Model
- Groupthink
- High-Performing Teams
- Multicultural Work Teams
- Norms Theory
- Role Theory
- Social Facilitation Management
- Social Identity Theory
- Social Impact Theory and Social Loafing
- Virtual Teams
- Work Team Effectiveness
- Managing Organizations
- Actor-Network Theory
- Agency Theory
- Behavioral Theory of the Firm
- Bureaucratic Theory
- Complexity Theory and Organizations
- Compliance Theory
- Cooptation
- Differentiation and the Division of Labor
- Dramaturgical Theory of Organizations
- High-Reliability Organizations
- Knowledge-Based View of the Firm
- Matrix Structure
- Meaning and Functions of Organizational Culture
- Multifirm Network Structure
- Organic and Mechanistic Forms
- Organizational Culture and Effectiveness
- Organizational Culture Model
- Organizational Culture Theory
- Organizational Identity
- Organizational Socialization
- Organizational Structure and Design
- Sociotechnical Theory
- Stewardship Theory
- Systems Theory of Organizations
- Technology and Complexity
- Technology and Interdependence/Uncertainty
- Technology and Programmability
- Typology of Organizational Culture
- Managing Environments
- Strategic Management
- Agency Theory
- Balanced Scorecard
- BCG Growth-Share Matrix
- Business Policy and Corporate Strategy
- Competitive Advantage
- Core Competence
- Diversification Strategy
- Dynamic Capabilities
- Excellence Characteristics
- Firm Growth
- First-Mover Advantages and Disadvantages
- Game Theory
- Hypercompetition
- Knowledge-Based View of the Firm
- Modes of Strategy / Planned-Emergent
- Organizational Effectiveness
- Product-Market Differentiation Model
- Resource Orchestration Management
- Resource-Based View of the Firm
- Seven-S Framework
- Six Sigma
- Stakeholder Theory
- Strategic Decision Making
- Strategic Flexibility
- Strategic Frames
- Strategic Groups
- Strategic Profiles
- Strategy and Structure
- Strategy-as-Practice
- SWOT Analysis Framework
- Tacit Knowledge
- Upper-Echelons Theory
- Value Chain
- Human Resources Management
- Attraction-Selection-Attrition Model
- Behavioral Perspective of Strategic Human Resource Management
- Career Stages and Anchors
- European Model of Human Resource Management
- High-Performance Work Systems
- Human Capital Theory
- Human Resource Management Strategies
- Human Resources Roles Model
- Knowledge Workers
- Model of Occupational Types
- Organizational Demography Model
- Personal Engagement (at Work) Model
- Protean and Boundaryless Careers
- Strategic International Human Resource Management
- Theory of Organizational Attractiveness
- Theory of Transfer of Training
- International Management and Diversity
- Acculturation Theory
- Cultural Attitudes in Multinational Corporations
- Cultural Intelligence
- Cultural Values
- Diamond Model of National Competitive Advantage
- GLOBE Model
- High- and Low-Context Cultures
- Institutional Theory of Multinational Corporations
- Interactional Model of Cultural Diversity
- Managing Diversity
- Multicultural Work Teams
- Organizational Demography
- Social Identity Theory
- Transnational Management
- Managerial Decision Making, Ethics, and Creativity
- “Unstructured” Decision Making
- Analytic Hierarchy Process Model
- Bounded Rationality and Satisficing (Behavioral Decision-Making Model)
- Brainstorming
- BVSR Theory of Human Creativity
- Componential Theory of Creativity
- Decision Support Systems
- Decision-Making Styles
- Escalation of Commitment
- Ethical Decision Making, Interactionist Model of
- Evidence-Based Management
- Experiential Learning Theory and Learning Styles
- Garbage Can Model of Decision Making
- Image Theory
- Interactionalist Model of Organizational Creativity
- Intuitive Decision Making
- Investment Theory of Creativity
- Managerial Decision Biases
- Moral Reasoning Maturity
- Participative Model of Decision Making
- Programmability of Decision Making
- Prospect Theory
- Stages of Creativity
- Strategic Decision Making
- Management Education, Research, and Consulting
- Academic-Practitioner Collaboration and Knowledge Sharing
- Action Research
- Analytical and Sociological Paradigms
- Appreciative Inquiry Model
- Bad Theories
- Critical Management Studies
- Engaged Scholarship Model
- Evidence-Based Management
- Large Group Interventions
- Management (Education) as Practice
- Multilevel Research
- Narrative (Story) Theory
- Organizational Development
- Positive Organizational Scholarship
- Process Consultation
- Psychological Type and Problem-Solving Styles
- Theory Development
- Theory of the Interesting
- Management of Operations, Quality, and Information Systems
- Kaizen and Continuous Improvement
- Adaptive Structuration Theory
- Decision Support Systems
- Gantt Chart and PERT
- Lean Enterprise
- Management Control Systems
- Quality Circles
- Quality Trilogy
- Strategic Information Systems
- Technology Acceptance Model
- Technology Affordances and Constraints Theory (of MIS)
- Theory of Constraints (TOC)
- Total Quality Management
- Management of Entrepreneurship
- Management of Learning and Change
- Action Learning
- Business Process Reengineering
- Continuous and Routinized Change
- Double Loop Learning
- Experiential Learning Theory and Learning Styles
- Force Field Analysis and Model of Planned Change
- Learning Organization
- Logical Incrementalism
- Organizational Development
- Organizational Learning
- Process Theories of Change
- Punctuated Equilibrium Model
- Quantum Change
- Strategies for Change
- Management of Technology and Innovation
- Architectural Innovation
- Dual-Core Model of Organizational Innovation
- Innovation Diffusion
- Innovation Speed
- Lead Users
- Open Innovation
- Patterns of Innovation
- Product Champions
- Profiting From Innovation
- Sociotechnical Theory
- Stages of Innovation
- Technological Discontinuities
- Technology Acceptance Model
- Technology and Complexity
- Technology and Interdependence/Uncertainty
- Technology and Programmability
- Technology S-Curve
- Transfer of Technology
- Management and Leadership
- Attribution Model of Leadership
- Authentic Leadership
- Charismatic Theory of Leadership
- Cognitive Resource Theory
- Competing Values Framework
- Contingency Theory of Leadership
- Leader–Member Exchange Theory
- Leadership Continuum Theory
- Leadership Practices
- Level 5 Leadership
- Managerial Grid
- Path-Goal Theory of Leadership
- Servant Leadership
- Situational Theory of Leadership
- Substitutes for Leadership
- Theory X and Theory Y
- Trait Theory of Leadership
- Transformational Theory of Leadership
- Management and Social / Environmental Issues
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