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The Motivational Basis of Effective Performance and Well-being Edward L. Deci. Motivation Concerns the Energy for Action It’s what Moves People to Behave. The Traditional View: Motivation is unitary The Differentiated View: There are types of motivation that function differently.

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Presentation Transcript
slide2

Motivation Concerns

the Energy for Action

It’s what Moves People to Behave

slide3

The Traditional View: Motivation is unitary

The Differentiated View: There are types of motivation that function differently

central theoretical aspect of sdt
Central Theoretical Aspect of SDT
  • SDT is a motivational theory, that differentiates autonomous and controlled types of motivation
  • Autonomous Motivation
  • When a person fully endorse a behavior and experiences volition and choice.
  • Controlled Motivation
  • When a person feels coerced or seduced into behaving, with the experience of pressure and obligation.
outcomes associated with high autonomous motivation
Outcomes Associated With High Autonomous Motivation
  • Greater persistence
  • More flexibility and creativity
  • Better heuristic performance
  • More interest/enjoyment
  • Better mental health and well-being
  • Better physical health
  • Higher quality of close personal relationships
  • Clearly, support for autonomy has important functional effects
      • Across the Life Span
      • Across Genders
      • Across SES
      • Across Cultures
outcomes associated with high controlled motivation
Outcomes Associated With High Controlled Motivation
  • Compliance if the reward is desired
  • Defiance when the control is too great
  • Short-term rote learning
  • Alienation and disaffiliation
  • Diminished well-being
  • Poorer quality personal relationships
additional key aspect of sdt the basic psychological needs

Feeling cared for, connected to,

sense of belonging with others

Relatedness

Sense of effectance and confidence

in one’s context

Competence

Behave in accord with abiding

values and interests; actions would be

reflectively self-endorsed

Autonomy

Additional Key Aspect of SDT:The Basic Psychological Needs
slide8

Basic Psychological Needs

  • Evolved necessities for healthy development
  • Satisfaction of these needs promotes autonomous motivation and psychological well-being
  • Thwarting of the needs leads to controlled motivation or amotivation, and to ill-being
  • Needs are not necessarily consciously valued or pursued, but failing to satisfy them still has negative consequences
  • They are universal, not culturally specific
slide10

Autonomous Motivation

  • Includes intrinsically motivated behaviors
  • Includes extrinsically motivated behaviors that have been fully internalized
intrinsic motivation
Intrinsic Motivation
  • Doing an activity because it is interesting and enjoyable
  • Satisfies people’s basic psychological needs for competence, autonomy, and relatedness
  • It’s the prototype of autonomy
extrinsic rewards
Extrinsic Rewards

Doing an activity specifically because it leads to a separate consequence such as a reward, avoidance of a punishment, or social approval.

what happens to people s intrinsic motivation for an activity when they are rewarded for doing it
What Happens to People’s Intrinsic Motivation for an Activity When They are Rewarded for Doing it?
slide15

The First Reward Studies

  • Monetary rewards to college students decreased intrinsic motivation for a puzzle-solving activity (Deci, 1971)
slide16

Results of 92 Experiments on the Effects of Incentives on Intrinsic Motivation

  • Extrinsic Rewards Undermined Intrinsic Motivation, especially if they were:
  • Contingent upon doing the task,
  • Expected when doing the task, and
  • Salient.
slide17

Other Negative Effects of Rewards

  • Tangible Rewards:
  • Create more rigid thinking and poorer problem solving.
  • Lead people to take the shortest route to the rewards.
why do tangible rewards undermine intrinsic motivation
Why Do Tangible Rewards Undermine Intrinsic Motivation?

Because people have a fundamental human need to be autonomous rather than controlled. Chasing the carrot is being controlled, and thwarts autonomy.

slide19

Other Extrinsic Motivators That Have

Negative Effects

Threats of Punishment (Deci & Cascio)

Deadlines (Amabile et al.)

Evaluations (Smith)

Competition (Deci et al.)

Why? Because they tend to control people

externally and thus undermine autonomy.

slide20

Some External Events with Positive Effects

Providing Choice (Zuckerman et al.)

Acknowledging feelings (Koestner et al.)

Why?

Because they enhance people’s experience of autonomy

slide21

Positive Feedback

Increases intrinsic motivation

Negative Feedback

Decreases intrinsic motivation

Why?

Because we also have a fundamental psychological need to be competent

slide23

When Using Incentives

  • Don’t use them to motivate.
  • Keep them relatively non-salient.
  • Use them to acknowledge a job well done.
  • Don’t use them to promote maintenance.
  • Be sure the interpersonal environment is supportive.
  • Don’t use controlling language.
slide25

Some activities in our lives are not intrinsically interesting, and that’s where extrinsic motivation comes in.

slide26

People tend to internalize aspects of the environment (e.g., extrinsic motivation) that are endorsed by important others.

Why?

Because they have a need for relatedness

slide27

Types of Extrinsic Motivation

External Regulation: No Internalization

* Pressured by external contingencies

Introjected Regulation:Partial Internalization

* Pressured by internal contingencies

* Not true self-regulation

Identified/Integrated Regulation: Full Internalization

* Feel a sense of full sense of autonomy and choice

slide28

Autonomous Motivation

Intrinsic motivation + Identified/Integrated regulation

Controlled Motivation

External regulation + Introjected regulation

slide30

Basic Need Satisfaction

  • and Internalization
  • The social contextual factors that maintain intrinsic motivation are essentially the same as those that promote internalization of extrinsic motivation
  • They are the conditions that facilitate satisfaction of the basics psychological needs for competence, autonomy, and relatedness
slide31

Social Contexts

  • Comprised in part of specific events such as the offer of a reward, the opportunity for choice, or provision of feedback, as already discussed
  • But social contexts can also be characterized as a kind of composite that conveys the general ambience or climate of a situation (e.g., home, classroom, work group)
  • Contexts can be need supportive or controlling.
slide33

Need Supportive Contexts

  • Relate from the others’ perspective
  • Encourage self-initiation & exploration
  • Offer relevant choices
  • Provide meaningful rationale
  • Provide positive and constructive feedback
  • Need support satisfies basic psychological needs and promotes autonomous motivation
slide34

Controlling Contexts

  • Pressure people (through coercion or seduction) to perform as you demand, with
  • Threats
  • Rewards
  • Demanding language
  • Evaluations and criticism
  • They undermine autonomous motivation and promote controlled motivation
path analysis of basic need satisfaction work performance and adjustment in banks
Path Analysis of Basic Need Satisfaction, Work Performance, and Adjustment in Banks

Work Performance Evaluation

.24

.57

Work-Related Autonomy Competence Relatedness

Manager’s Need Support

.57

Well-Being and Mental Health

Baard, Deci, and Ryan (2004)

N=495

slide38

The Intervention in a Fortune 500 Company

Intervention at the Branch Level (200 employees) Included 13 Days of an External Change Agent Working with the Managerial Team (Branch Manager and 8 Field Managers) Over a Ten-Week Period

1 Day with the Branch Manager

5 Days working with the Management Team, off-site

7 Days Working with Individual Field Managers and Their Teams of about 18 Technicians

slide39

Training Meetings for Management Team (Five Days Total)

  • Learn to acknowledge subordinates’ perspective (their needs, feelings, and beliefs)
  • Facilitate subordinates taking more initiative by providing choice and encouraging experimentation
  • Learn to provide informational feedback (honest feedback not intended to criticize or control)
slide41

Radiation of Treatment: Overall Positive Effects on Employees

Including Improvements in:

Trust in Corporation

Satisfaction with Job Characteristics

summary
Summary
  • Autonomous and controlled motivations are very different.
  • Support for the three needs promotes autonomous motivation.
  • Need support and autonomous motivation yield enhanced learning, performance, persistence, and well-being.