Self-determination in a work organization.

Abstract

Research testing self-determination theory was discussed in terms of recent work on intrinsic motivation, participative management, and leadership. On three occasions, managers' interpersonal orientations—toward supporting subordinates' self-determination versus controlling their behavior— were related to perceptions, affects, and satisfactions of the subordinates. Data from 23 managers and their subordinates in a major corporation showed that managers' orientations did correlate with the subordinate variables, although the magnitude of the relation varied, seemingly as a function of factors in the corporate climate. An organizational development intervention, focused on the concept of supporting subordinates' self-determination, was provided for the managers. Evaluation of the program showed a clearly positive impact on managers' orientations, though a less conclusive radiation to subordinates. To be self-determining means to experience a sense of choice in initiating and regulating one's own actions. Recent research linking self-determination to, enhanced creativity (Amabile, 1983), conceptual learning (Benware & Deci, 1984), self-esteem (Deci, Schwartz, Sheinman, & Ryan, 1981), and general well-being (Langer & Rodin, 1976) has stimulated psychologists to clarify the antecedent conditions that promote self-determination and to detail the relevance of self-determination to various applied settings. Concepts related to self-determination have been vigorously researched and discussed in the organizational literature for over a quarter century. Argyris (1957) and McGregor (1960), for example, stressed that organizational contexts providing workers the opportunity to satisfy their higher order needs (Maslow, 1943) promote effective performance. Furthermore, management styles (e.g., Likert, 1967; Marrow, Bowers, & Sea