Motivation. The importance of autonomous motivation in a working context

Transcription

1 Motivation The importance of autonomous motivation in a working context Hermina Van Coillie, Ph.D - Securex HR Research Expert Anja Van den Broeck Assistant professor KU Leuven 19/09/2016 1

2 19/09/2016 2

3 Content overview 1. Self Determination Theory 2. Method 3. Results 4. Conclusions 19/09/2016 3

4 Content overview 1. Self Determination Theory 2. Method 3. Results 4. Conclusions 19/09/2016 4

5 What is motivation? Self Determination Theory 19/09/2016 5

6 Self Determination Theory Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55, /09/2016 6

7 3 Basic Psychological Needs Self Determination Theory A Autonomy Autonomy A state of independence and freedom of choice B Belongingness Wanting to (Autonomous motivation) Belongingness (Relatedness) A sense of belongingness and connectedness to the people, group or culture disseminating a goal C Competency Competency Feeling efficacious with respect to it (understanding and having the right skills to succeed) Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55, /09/2016 7

8 Self Determination Theory Securex Motivationmodel Autonomy Autonomously Belongingness Autonomous motivation Motivation profiles Strongly Weakly Competency Controlled motivation Controlled 19/09/2016 Een nieuwe kijk op motivatie. Securex whitepaper (oktober 2009). To be consulted at 8

9 Controlled motivation 4 Motivation Profiles Self Determination Theory Controlled Strongly Autonomously High autonomous motivation Low controlled motivation Strongly High autonomous motivation High controlled motivation Weakly Autonomous motivation Autonomously Weakly Low autonomous motivation Low controlled motivation Controlled Low autonomous motivation High controlled motivation 19/09/2016 9

10 Content overview 1. Self Determination Theory 2. Method 3. Results 4. Conclusions 19/09/

11 Method Sample and datacollection Representative company-independent sample (N = 1822) Belgian employees Representative in: gender, age, statute, region and education Datacollection in May /09/

12 Method Questionnaire Competency I am good at my job. I can handle the challenges at my job well. I feel competent at my job. I am capable of handling the challenges at my job. Autonomy Freedom of management I have sufficient freedom in my job. I feel like I can be myself at work. I feel free to do my work as I think it should be done. Empowerment The work I do is very important to me. My work means a lot to me. 19/09/

13 Method Questionnaire Belongingness Mood Colleagues are social to each other in my organisation. My colleagues are loyal to each other. Membership I feel part of a group at work. At work, I can talk to others about what I think is really important. Autonomous motivation Identificated motivation I do my job because it is personally meaningful. I do my job because it matches my professional plans. Intrinsic motivation I do my job because I like it. I do my job because it is very interesting. 19/09/

14 Method Questionnaire Controlled motivation External motivation I do my job because I am expected to do so. I do my job because of the money. Introjected motivation I do my job because I feel obligated to do it by others (partners, parents, friends, ). I do my job because others desire me to do it (partners, parents, friends, ) I do my work to earn money. I do my job because I would feel bad otherwise. I do my job because only then I can be proud of myself. I do my job because I think it is my duty. I do my job because I would feel guilty otherwise. 19/09/

15 Method Research questions 1. What do companies need: employees who are autonomously of controlled? 2. Has controlled motivation any benefits? 3. How do I ensure autonomously employees? And how do I keep them this way? 19/09/

16 Content overview 1. Self Determination Theory 2. Method 3. Results 4. Conclusions 19/09/

17 Results Controlled motivation HAVING TO Experiencing pressure (intern and/or extern) Feeling as if they have no choice 19/09/

18 Results Controlled motivation External obligation Doing your job because you feel obligated to do it or because others expect you to do it 13% does his job because he feels obligated to do it by others (partners, parents, friends, ). (BM 2011: 15%) 27% does his job because others expect him to do it. (BM 2011: 18%) 19/09/

19 Results Controlled motivation Internal pressure Doing your job because you would feel bad if you don t or because you consider it an obligation 49% does his job because he would feel bad if he didn t. (BM 2011: 47%) 62% does his job because he considers it an obligation. (BM 2011: 60%) 19/09/

20 Results Autonomous motivation WANTING TO Feeling of freedom and choice Because you want it or consider it as personally relevant 19/09/

21 Results Autonomous motivation Pleasure (intrinsic motivation) Doing your job because you like to do it or because it is interesting to you 84% does his job because he likes it. (BM 2011: 86%) 78% does his job because it is very interesting to him. (BM 2011: 78%) 19/09/

22 Results Autonomous motivation Meaningfulness Doing your job because it is personally meaningful or because it matches your professional plans 84% does his job because it is personally meaningful. (BM 2011: 85%) 72% does his job because it matches his professional plans. (BM 2011: 73%) 19/09/

23 Controlled motivation Results Distribution of motivation profiles Controlled Strongly The autonomously employee Weakly Autonomous motivation Autonomously Women White collar workers Supervisors Employees who are highly educated Employees in the private sector Employees in Flanders Autonomously Strongly Weakly Controlled 19/09/

24 Results Controlled Weakly Strongly Autonomously Controlled Weakly Strongly Autonomously In many cases strongly employees score worse than (but sometimes as good as) autonomously. Most of the times weakly employees score better than (but sometimes as bad as) controlled. 19/09/

25 Results Controlled Weakly Strongly Autonomously Controlled Weakly Strongly Autonomously Autonomously & strongly : 81% does not intend to leave the company Controlled & weakly : 58% does not intend to leave the company 19/09/

26 Content overview 1. Self Determination Theory 2. Method 3. Results 4. Conclusions 19/09/

27 Conclusions Quality vs. Quantity of motivation Autonomous > autonomous + controlled motivation Importance of motivation and the Securex motivationmodel Implementation at the right time and in the right way Importance of leadership 19/09/

28 Tips for the employer From vision to action Measure it Who takes action? 19/09/

29 For further questions, address HR Research Expert M: For further questions, address Assistant professor KU Leuven M: To view other white papers, consult 19/09/