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- Introduction
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1. Introducing the field of managing organizations
- Prof. Stewart Clegg
- Managing people
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2. An introduction to managing people in organizations
- Dr. Tyrone Pitsis
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3. Managing teams and groups
- Prof. Michael West
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4. Leading extraordinarily positive performance
- Dr. Kim Cameron
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5. Leading in organizations
- Prof. Ray Gordon
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6. Understanding coaching
- Dr. Anthony Grant
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7. The self-determination theory perspective on motivation in organizations
- Prof. Edward L Deci
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8. The organization of human resource strategies
- Prof. Miguel Martínez Lucio
- Managing key practices
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9. Managing cultures
- Prof. Stephen Linstead
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10. Organizational politics
- Prof. Richard Badham
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11. Managing organizational decision making
- Prof. Susan Miller
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12. Improvising improvisational change
- Prof. Miguel Pinha e Cunha
- Dr. Joao Vieira da Cunha
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13. Organization design: its evolution within a changing context
- Prof. John Child
- Managing representationally
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14. Managing messages
- Prof. James R. Barker
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15. Expressing organizations through corporate branding
- Prof. Majken Schultz
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16. What does knowledge work do?
- Dr. Tim Ray
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17. Mastering business action: implications for management learning in business schools
- Prof. Elena Antonacopoulou
- Managing socially responsibly
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18. Managing sustainably
- Prof. Suzanne Benn
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19. Business ethics
- Prof. René ten Bos
Printable Handouts
Navigable Slide Index
- Introduction
- Motivation concerns the energy for action
- The traditional vs. differentiated view
- Intrinsic motivation
- Extrinsic motivation
- Are intrinsic and extrinsic motivation additive?
- Effects of extrinsic rewards on intrinsic motivation
- Informational and controlling rewards
- Why do rewards undermine intrinsic motivation?
- Other extrinsic events that have negative effects
- Extrinsic events with positive effects
- Providing choice and acknowledging feelings
- Positive vs. negative feedback
- Can extrinsic motivation become self-motivation?
- People have a need for relatedness
- Types of extrinsic motivation
- Autonomous vs. controlled motivation
- Factors that facilitate internalization
- Outcomes related to autonomous motivation (1)
- Outcomes related to autonomous motivation (2)
- How do we motivate employees?
- The typical approach
- Controlling environments
- A more effective approach
- Basic psychological need support
- Need-supportive environments
- Need support in organizations
- Need satisfaction, performance and adjustment
- Research in organizations: an intervention study
- Managers training to be more autonomy supportive
- Autonomy support before and after the intervention
- Overall effects on employees
- Cross-cultural considerations
- Is autonomy just a Western concept?
- Cross-cultural research in Bulgaria and the US
- What makes managers controlling? (1)
- What makes managers controlling? (2)
- Accountability and manager behavior
- Summary
- For more information
This material is restricted to subscribers.
Topics Covered
- Motivation
- Intrinsic and extrinsic motivation
- Effects of extrinsic rewards on intrinsic motivation
- Positive vs. negative feedback
- Types of extrinsic motivation
- Autonomous vs. controlled motivation
- How to motivate employees
- Outcomes related to autonomous motivation
- Accountability and manager behavior
Talk Citation
Deci, E.L. (2018, May 30). The self-determination theory perspective on motivation in organizations [Video file]. In The Business & Management Collection, Henry Stewart Talks. Retrieved October 11, 2024, from https://doi.org/10.69645/NFBA8936.Export Citation (RIS)
Publication History
The self-determination theory perspective on motivation in organizations
Transcript
Please wait while the transcript is being prepared...
0:00
Hello. I'm Edward Deci and it's
a pleasure to have this opportunity to speak with you today.
I'm a psychologist and my field is human motivation,
which is a very interesting topic for me
because it applies to so many domains of our lives.
We're interested in how to motivate our children.
We're interested in how to motivate our students.
We're interested in how to motivate our patients.
We're interested in how to motivate our employees.
Motivation is relevant in each of these different domains as well as others.
But today, I'm only going to talk about one of those domains
and that's the domain of organizations or the workplace.
Now I'm going to do that by using a particular theory.
It's called "Self-Determination Theory".
It's a theory that my colleague Richard Ryan and I, working with
many collaborators, have been developing over the past 30 years or so.
So I'll begin by telling you a little about motivation and about
self-determination theory and then moving on to
the applications of this information to the workplace.
1:11
Motivation is what moves people.
It's all about the energy that we have for behavior.
1:20
The traditional view of motivation is a unitary view.
It says in essence that motivation is something that differs only in amount.
You can have more motivation or you can have less motivation.
People are always asking,
how can I get my children more motivated to do what I want them to
do or even how can I get myself more motivated?
They're focused on the amount of motivation.
I've always thought however,
that the amount of motivation is not really the most important thing to think about.
I take a differentiated view of motivation which means that I'm interested in the type of
motivation because different types of motivation function differently and ultimately,
I think the type of motivation may be even more important than the amount of motivation.
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