research project report the impact of relationships at workplace on motivation a sdt perspective

According to self-determination theory, people need to feel the following in order to achieve psychological growth: autonomy, competence, relatedness.. Several researchers have conducted

BUSINESS RESEARCH MODULE

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RESEARCH PROJECT REPORT

The impact of relationships at workplace on motivation: A SDT perspective

Table of Contents

2.3.2 H2: Relatedness influences employee 's intrinsic motivation 10

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LIST OF ABBREVIATIONS

List of tables and figure

Table 4-1: Descriptive statistics of the study varIables - - + 2c 222122222 14

Figure 2.2: Conceptual Model ba ccccccecccccececesseesseeseeeseeseecneensecnsssseseseeseseeenteetsenses 8

According to self-determination theory, people need to feel the following in order

to achieve psychological growth: autonomy, competence, relatedness We discuss the STD research relevant to work motivation, focusing on relatedness Data was collected through a questionnaire The questionnaire included questions about gender, age, relationship with partners in company, and work motivation

In this research, we analyze relevant document by performing analysis of studies that looked at motivation according to the SDT We provide the background of SDT in the workplace We next illustrate a basic overview of the factors affecting motivation

We specifically focus and clarify how these are linked to relationships in offices

Rationale

Work plays an important part and how to increase the motivation at work is of great concern Nowadays, everyone has their own job, and motivation is a very important factor that directly affects the work efficiency as well as the concentration in the work of employees Accordingly, the contribution of employment to improving people's quality of life and overall wellbeing is becoming a topic of research (Vansteenkiste, Lens, De Witte, & Feather, 2005) In addition, companies nowadays are also extremely important with things that can become the motivation of employees to work In reality, high level of motivation at work can help to reach the long-term goals

satisfaction(Chattopadhyay, 2015)

Several researchers have conducted studies about the impact of intrinsic and extrinsic motivation the employees’ outcomes at workplace Panagiotakopoulos (2013) claimed that when employees run into the financial adversity, they are more likely to reach the optimal work performance In order to improve the performance of the organization, management professionals must inspire their staff to work as expected Similar findings were reached by Dysvik and Kuvaas (2010) who found that intrinsic incentive was the only employee characteristic that had a positive association between mastery-approach goals and turnover intention Companies should provide employees with a suited workplace environment and necessary resource to perform the tasks Barney and Elias (2010) revealed that there is a substantial interaction between job stress and schedule when extrinsic motivation is present Leaders are aware that every effective and profitable company has a core value: the business culture and people with the same goals or work direction(Gignac & Palmer, 2011) Based on self-determination theory (SDT; Ryan and Deci 2000, 2017), many researches have shown that having positive relationships with coworkers and supervisors can increase employees' motivation

Therefore, the question we raised in this study is: (1) Can the way people feel belonged and related to the workplace can affect their work motivation; (2) How to measure the work motivation according to the level of relatedness; (3) How to raise people work motivation based on relationships at work Since employee functioning is truly improved by incentive, it 1s important to understand the underlying theoretical principles

Research method

The research used primary data from online survey questionnaires collected from 107 people in Vietnam We used multiple regression analysis to test the correlation between relatedness and motivation at work

Structure of the report

Chapter 1: explains why we chose this topic as well as reviews the previous research on this issue

Chapter 2: gives definitions of self-determination theory, motivation and relatedness based on the theoretical bases and the studies that have been done in the literature review and develops hypothesis

Chapter 3: indicate sampling method, method of data collection; measures; data analysis procedure and tool

Chapter 4: provides results of the descriptive statistics and result of hypothesis testing

Chapter 5: provides discussion and conclusion sections, as well as summary of findings and contribution to future developments

In this research, we analyze relevant document by performing analysis of studies that looked at motivation according to the SDT We provide the background of SDT in the workplace We next illustrate a basic overview of the factors affecting motivation

We specifically focus and clarify how these are linked to relationships in offices

CHAPTER 2 LITERATURE REVIEW AND HYPOTHESIS DEVELOPMENT 2.1 Literature Review

2.1.1, Self-determination theory

SDT or Self-determination theory connects personality, human motivation, and optimal functioning It posits that there are two primary motivational types: intrinsic and extrinsic, both of which are significant determinants of who we are and how we act The three fundamental requirements listed by the SDT model are driven by both intrinsic and extrinsic motivation, both of which have a significant impact on how we behave

To have a sense of choice and self-approval over one's actions, autonomy is the fundamental desire to be the author of one's own life People desire to feel as though they have "control" and "decision" over their jobs Several research has demonstrated that autonomy support is vital in improving independent motivation and well-being (Chirkov

& Ryan, 2001; E L Deci et al., 2001; Gagné, Ryan, & Bargmann, 2003; Kins, Beyers, Soenens, & Vansteenkiste, 2009; Pelletier, Fortier, Vallerand, & Briere, 2001; Stull & Mayer, 2007)

Competence is defined as individuals’ inherent desire to feel effective in interacting with the environment (E L Deci & Ryan, 2000; White, 1959) People like to feel they have all they need to succeed in their daily tasks, including the necessary resources, abilities, and expertise People also want to develop their skills in manageable ways that allow them to feel progress toward their career goals It's not enough to ensure that employees understand their current routine; they also want to see a path that integrates new difficulties

Relatedness is defined as a person's innate predisposition to feel linked to others,

or to belong to a community, and to love and care for others as well as receive love and care from them (Baumeister & Leary, 2017) Each of us needs to feel truly connected—to feel supported and aware that others need and value our assistance Our relatedness desires, on the other hand, are unmet when we feel isolated and irrelevant to others around us At work, employees' relatedness needs are addressed when they are respected and appreciated

2.1.2 Motivation

SDT (E Deci & Ryan, 1985) posits two broad motivational types Intrinsic motivation refers to doing something for the sheer fun and fascination of it Extrinsic motivation refers to performing something for its own sake Autonomous motivation is an example of intrinsic motivation When people engage in an activity because it interests them, they are doing it entirely on their own initiative (e.g., | work because it is fun) Contrarily, acting under pressure, or when one feels forced to take part in the acts, is being controlled Early investigations demonstrated that extrinsic rewards can produce controlled motivation(E L Deci, 1971)

Porter _and Lawler (1968) presented a model of intrinsic and extrinsic work motivation based on Vroom's (1964) expectancy—valence theory of motivation People become involved in a task out of interest and a sense of fulfillment, which is known as Intrinsic motivation On the other hand, extrinsic motivation demands an instrumentality between the action and some distinct results, such as tangible or verbal incentives, thus, rather than from the activity itself, satisfaction derives from the extrinsic outcomes that the activity produces (Porter & Lawler, 1968) argued for reorganizing the workplace such that good performance leads to both intrinsic and extrinsic rewards, resulting in overall job satisfaction

It 1s necessary to differentiate the forms of autonomous motivation, controlled

volition and choice that come from within the self are included in autonomous motivation /ntrinsic motivation entails doing something because it's fun or fascinating A person can see the value of a behavior and be volitionally motivated to engage in it thanks to identified regulation Integrated regulation happens when the identified values are consistent and cohesive enough for the person to be fully involved (Slemp, Kern, Patrick, & Ryan, 2018) External regulation illustrates a highly regulated style of conduct where one is motivated by outside imposed incentives like recetving rewards or avoiding punishment /ntrojected regulation is less regulated Amotivation, which involves no desire to engage in behavior, 1s a category of motivation that lies outside of autonomous and controlled motivation There are 2 subtypes of amotivation: amotivation caused by not having sufficient percetved control or effectiveness, and amotivation resulting from

10 missing value Both can trigger many problems for the companies if no measures is taken

in time

2.1.3 Relatedness

Work predictability may be seen of as a broad notion that includes employees' feelings of work control as well as how much information is known in advance regarding the type, start, and result of work events (Daniels & Guppy, 1994; Dwyer & Ganster, 1991: Smith, Tisak, Hahn, & Schmieder, 1997) Work predictability, in its stmplest form,

is the idea that work is motivated by a synthesis of externally imposed restrictions If everyday occurrences are predictable, it means that employees can forecast some of what will happen during the day, with the exception of whether or not they can take action to prevent it from happening

People naturally desire to connect with others, to experience a sense of belonging, and to establish and maintain healthy connections with those around them Of course, this

is no different while we’re at work Research has shown that social wellness and workplace connections may have a significant influence on employees’ stress levels, productivity, and general happiness Employees run the risk of feeling isolated and alienated, which is not only bad for company performance but may also pose serious social welfare issues In order to effectively support social wellness, organizations must encourage their staff to develop interpersonal interactions Some authors have emphasized the significance of employee recognition as a source of identity, motivation, and a component of meaningful work (Appelbaum & Kamal, 2000; Dutton, 1998; Grawitch, Gottschalk, & Munz, 2006; Saunderson, 2004) In reality, it functions as a catalyst for personal growth as well as a glue and dynamic force in labor relations Additionally, it supports the importance of occupational mental health

When a person is aware of what has to be done and what is expected of them, they are clear about their work responsibilities An employee with a defined position is one who is aware of and knowledgeable about their responsibilities within an organization or team Workplace social support is a notion that was inspired by a larger body of social support literature It is frequently seen as a universal construct (House, 1983) with a variety of definitional qualities whose meanings change throughout time (Cobb, 1976)

H provided one of the oldest and most popular definitions of social support, defining it as a person's conviction that she is loved, appreciated, and cared for as a member of a social network of reciprocal commitment Others have defined social support as the belief that one has access to supportive connections of different quality or strength that offer resources like knowledge sharing, emotional empathy, or practical aid (Viswesvaran, Sanchez, & Fisher, 1999) According to Eisenberger, Stinglhamber, Vandenberghe Sucharski, and Rhoades (2002), workplace social support is the degree to which employees believe that their supervisors and the larger organization in which they work value their well-being and that these sources help to support it

An ethical leader inspires employees by listening to them and acting for their sake(Brown, Trevifio, & Harrison, 2005) The dedication of moral leaders to their subordinates is a major aspect in the closed relationship to a favorable situation, which involves group influence (Upchurch, 1998),

The use of inspirational motivation by the leader has been found to have a favorable influence on the employees’ psychological fundamental requirements (Stenling

& ‘lafvelin, 2014) If a leader's interaction includes a sense of significance in the organization's work and an appealing vision, people will examine it and imitate This gives the worker a feeling of autonomy (Brown et al., 2005; Stenling & Tafvelin, 2014)

An ethical leader acts as a role model for other employees and they can deliver extrinsic motivation by what they do

12 Furthermore, SDT defines internalization or intrinsic motivation antecedents as socio environmental elements that encourage the formation of this type of motivation Social support from colleagues and the social community at work are two types of socio environmental influences SDT presents approaches to construct social situations promoting satisfying of the three fundamental demands for good performance in the business Several empirical studies in a range of job situations have found that fundamental need fulfillment improves work quality and productivity Employees reported increased autonomous motivation and creativity in their job when they experienced empowerment (related to autonomy) from their boss and connectivity (related to relatedness) with others (Hon, 2012) According to Olafsen (2017), positive workplace environments are associated with higher levels of mindfulness in workers, which can lead to highly effective performance

Figure 2.2: Conceptual Model 1 2.3 Hypothesis development

2.3.1, HI: Relatedness influences employee’s extrinsic motivation

Extrinsic motivation is motivation brought on by outside factors We are motivated

to act or change our course by an external stimulus People might be motivated by extrinsic factors as well

Self-determination theory holds that people seek out interpersonal interactions because they fulfill both psychological and functional requirements (e.g., relatedness;Fernet, Gagné, and Austin (2010)) When these connections are healthy, workers are more likely to have their needs addressed, feel inspired, and experience a sense of loyalty to their company Negative connections and unmet demands might cause workers to lose motivation and look for alternative career opportunities

2.3.2, H2: Relatedness influences employee’s intrinsic motivation

Extrinsic motivation originates from a third party's desire to give the other person the stimuli they need to support the desired action, but intrinsic motivation is more difficult to encourage It will be tough to boost motivation by intrinsic motivation alone if you want to be productive in a short amount of time

Coworker relationships are fundamentally different from those between managers and employees Coworker connections are lateral and do not include any additional formal authority; supervisors deal with employees from a position of hierarchical authority Additionally, coworkers frequently have more regular encounters with employees than managers, making them a more immediate source of influence in most workers’ lives This offers new and perhaps more significant chances for workplace connections to influence how individuals feel about their jobs Even if your coworkers can't dismiss you, the nature of their relationships with you might influence how motivated or effective you are at work