Executive Summary

           Executive Summary

You may think your workforce is engaged, but the research shows it is likely that only 33% of your employees are actively enjoying their jobs (Gallup, 2107). Employee engagement is a topic of interest for many organizations, especially those that understand the positive effects on the bottom line that can be realized when employees become more engaged. One approach for engaging employees is the Self-Determination Theory (SDT). When employers implement SDT in their workplace, employees become more engaged and performance and profits increase.  The capstone presentation will showcase the following items based on the Capstone Action Project:

  • Goals and Impact – The goals of the project were to educate organizations on the power of using SDT in the workplace to encourage employee engagement. Motivation is one of the cornerstones of SDT and learning why people are motivated is key to utilizing the theory.
  • Literature Review – A review of the literature is outlined in the presentation to share with the audience the core components of SDT and how employee engagement can be influenced by its understanding. Workplace-specific topics are also addressed which shares practical applications.
  • Project Framework – Implementing SDT in the workplace can be done by following the basic framework presented. The caveat here is that each organization is different so customization will be key for any company looking to increase employee engagement using SDT.
  • Continuous Learning – Through the Organizational Leadership program my leadership abilities have been shaped and molded with my cross-functional experience in the workplace. Several opportunities for development and leadership practices can be experienced when implementing the project.

Conclusion

Several aspects of employee engagement can be influenced in a positive way by implementing SDT in the workplace. My role as a leader, whether a consultant or employee of an organization, can significantly influence a smooth implementation. The research is strong in showing the effects SDT can have on the profits, safety record, and performance of an organization. I look forward to the opportunity to implement this project at an organization in the near future!

 

References

Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. New York: Plenum.

Deci, E. L., & Ryan, R. M. (2000). The ‘what’ and ‘why’ of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227.

Deci, E. & Olafsen, A. & Ryan, R., (2017). Self-determination theory in work organizations: The state of a science. Annual Review of Organizational Psychology and Organizational Behavior, 4. 10.1146/annurev-orgpsych-032516-113108.

Gagné, M., & Deci, E. L. (2005). Self-determination theory and work motivation. Journal of Organizational Behavior, 26(4), 331-362. doi:10.1002/job.322

Gallup, (2017). State of the american workplace. Retrieved from https://news.gallup.com/reports/199961/state-american-workplace-report-2017.aspx

Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. The Academy of Management Journal, (4), 692.

Manganelli, L., Thibault-Landry, A., Forest, J., & Carpentier, J. (2018). Self-determination theory can help you generate performance and well-being in the workplace: A review of the literature. Advances in Developing Human Resources, 20(2), 227-240. doi:10.1177/1523422318757210

Rigby, C. S., & Ryan, R. M. (2018). Self-determination theory in human resource development: New directions and practical considerations. Advances in Developing Human Resources, 20(2), 133-147. doi:10.1177/1523422318756954

Van den Broeck, A., Lens, W., De Witte, H., & Van Coillie, H. (2013). Unraveling the importance of the quantity and the quality of workers’ motivation for well-being: A person-centered perspective. Journal of Vocational Behavior, 82(1), 69-78.