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

Introduction

Motivation is a key focus in social sciences, particularly in understanding work motivation within organizational behavior This study explores how workplace relationships influence motivation through the lens of self-determination theory.

Self-determination theory posits that psychological growth is driven by three essential needs: autonomy, competence, and relatedness This article explores research on work motivation through the lens of relatedness, highlighting its significance in the workplace Data was gathered via a questionnaire that assessed factors such as gender, age, interpersonal relationships within the company, and overall work motivation.

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This research examines key studies on motivation through the lens of Self-Determination Theory (SDT) in the workplace We provide an overview of SDT's foundational concepts and explore the various factors that influence employee motivation.

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

Work plays a crucial role in individuals' lives, and enhancing motivation at work is essential for improving employee efficiency and focus As everyone engages in their respective jobs, motivation significantly impacts overall well-being and quality of life, making it a vital area of research (Vansteenkiste et al., 2005) Furthermore, organizations must prioritize factors that boost employee motivation, as high motivation levels contribute to achieving long-term goals such as financial success and customer satisfaction (Chattopadhyay, 2015).

Research indicates that both intrinsic and extrinsic motivation significantly influence employee outcomes in the workplace Panagiotakopoulos (2013) found that employees facing financial challenges often achieve optimal performance, highlighting the need for management to inspire their teams Dysvik and Kuvaas (2010) further demonstrated that intrinsic incentives positively correlate with mastery-approach goals and reduce turnover intentions, suggesting that companies should foster a supportive work environment Additionally, Barney and Elias (2010) noted a critical link between job stress and scheduling under extrinsic motivation Effective organizations prioritize a strong business culture aligned with shared goals (Gignac & Palmer, 2011) According to self-determination theory (SDT) by Ryan and Deci (2000, 2017), cultivating positive relationships among coworkers and supervisors enhances employee motivation.

This study explores the impact of workplace belongingness on employee motivation, examining how feelings of relatedness influence motivation levels and identifying effective measurement methods Additionally, it aims to uncover strategies for enhancing work motivation through improved interpersonal relationships at work, emphasizing the significance of incentives in boosting employee performance Understanding these theoretical principles is crucial for fostering a motivated workforce.

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.

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.

This research examines key studies on motivation through the lens of Self-Determination Theory (SDT), providing essential background on its application in the workplace Additionally, we outline the fundamental factors that influence employee motivation.

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

5

Literature Review

Self-Determination Theory (SDT) explores the interplay between personality, human motivation, and optimal functioning It identifies two main types of motivation: intrinsic and extrinsic, which play crucial roles in shaping our identities and behaviors According to the SDT model, three essential psychological needs are influenced by both types of motivation, significantly affecting our actions and overall well-being.

Autonomy is the essential desire for individuals to be the authors of their own lives, fostering a sense of choice and self-approval in their actions People seek control and decision-making power in their work environments Research has shown that supporting autonomy is crucial for enhancing intrinsic motivation and overall well-being.

& 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 the innate desire of individuals to feel effective in their interactions with the environment, as highlighted by Deci and Ryan (2000) and White (1959) To thrive in their daily tasks, people seek essential resources, skills, and knowledge Moreover, they aspire to develop their abilities in ways that facilitate progress toward their career objectives It's crucial for employees not only to grasp their current responsibilities but also to have a clear path that incorporates new challenges for growth.

Relatedness refers to an individual's inherent tendency to connect with others and foster a sense of belonging within a community, as well as to both give and receive love and care (Baumeister & Leary, 2017) It is essential for everyone to feel genuinely connected and recognized, understanding that their contributions are valued by others Conversely, feelings of isolation and irrelevance arise when relatedness needs go unmet In the workplace, fulfilling employees' relatedness needs involves ensuring they feel respected and appreciated.

Self-Determination Theory (SDT), developed by E Deci and Ryan in 1985, identifies two primary types of motivation: intrinsic and extrinsic Intrinsic motivation involves engaging in activities for the enjoyment and interest they provide, exemplified by autonomous motivation, where individuals participate out of their own initiative, such as working for fun In contrast, extrinsic motivation occurs when actions are driven by external pressures or rewards, leading to controlled motivation, as shown in early studies by E L Deci in 1971.

Porter and Lawler (1968) developed a model of work motivation that distinguishes between intrinsic and extrinsic factors, building on Vroom's (1964) expectancy–valence theory Intrinsic motivation arises from personal interest and fulfillment in a task, while extrinsic motivation is driven by tangible or verbal rewards linked to performance They emphasized the importance of structuring the workplace so that high performance yields both intrinsic and extrinsic rewards, ultimately enhancing overall job satisfaction.

Understanding the different types of motivation is crucial in the context of Self-Determination Theory (SDT) Autonomous motivation stems from internal volition and choice, encompassing intrinsic motivation, where activities are pursued for enjoyment, and identified regulation, which involves recognizing the value of a behavior Integrated regulation occurs when these identified values align cohesively, leading to full engagement In contrast, controlled motivation includes external regulation, driven by external rewards or the avoidance of punishment, and introjected regulation, which is less controlled Amotivation, characterized by a lack of desire to engage in behavior, falls outside both autonomous and controlled motivation, with two subtypes: one arising from perceived lack of control or effectiveness, and the other from a perceived absence of value Both forms of amotivation can pose significant challenges for organizations if not addressed promptly.

Work predictability encompasses employees' perceptions of control over their tasks and the extent of information available about work events, including their nature, timing, and outcomes Essentially, it reflects the influence of external constraints on work motivation When daily activities are predictable, employees can anticipate certain occurrences, although their ability to intervene and alter these events remains uncertain.

Human beings inherently seek connection and belonging, a need that extends to the workplace Research indicates that social wellness and workplace relationships significantly impact employees' stress levels, productivity, and overall happiness When employees feel isolated, it can harm both company performance and social welfare To foster social wellness, organizations should promote interpersonal interactions among staff Employee recognition plays a crucial role in shaping identity, motivation, and meaningful work, acting as a catalyst for personal growth and strengthening labor relations while also enhancing occupational mental health.

Clarity in work responsibilities is essential for employees, as it ensures they understand their roles within an organization or team An employee who is well-informed about their duties contributes to a more effective workplace The concept of workplace social support, rooted in extensive social support literature, has evolved over time and is recognized as a universal construct with diverse definitional characteristics.

Social support is defined as an individual's belief in being loved, appreciated, and cared for within a social network, characterized by mutual commitment It encompasses the perception of having access to various supportive connections that provide resources such as knowledge, emotional empathy, and practical assistance In the workplace context, social support refers to employees' perceptions that their supervisors and the organization value their well-being and actively contribute to it.

Ethical leaders motivate their employees by actively listening and prioritizing their needs (Brown, Treviño, & Harrison, 2005) This commitment to the well-being of their team fosters strong relationships and creates a positive environment that enhances group dynamics (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

Effective leadership fosters a sense of significance in the organization's mission and presents an inspiring vision, encouraging employees to engage and emulate these qualities This approach enhances workers' feelings of autonomy and empowerment.

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

Self-Determination Theory (SDT) identifies socio-environmental factors, such as social support from colleagues and community, as key to fostering intrinsic motivation By creating social environments that fulfill the three essential needs for optimal performance, organizations can enhance work quality and productivity Empirical studies show that when employees feel empowered and connected, they experience higher levels of autonomous motivation and creativity (Hon, 2012) Additionally, positive workplace environments contribute to greater mindfulness among workers, leading to improved performance (Olafsen, 2017).

Hypothesis development

This research examines employee relatedness through three key factors: social support from supervisors, social support from colleagues, and the quality of leadership We aim to test two hypotheses that explore the relationship between relatedness and employee motivation.

2.3.1 H1: Relatedness influences employee’s extrinsic motivation

Extrinsic motivation refers to the drive to act or change behavior due to external influences This type of motivation is often triggered by outside stimuli, prompting individuals to pursue certain actions or goals People can be inspired to achieve their objectives through various extrinsic factors.

Self-determination theory suggests that individuals pursue interpersonal relationships to satisfy their psychological and functional needs, such as relatedness (Fernet, Gagné, and Austin, 2010) Healthy connections in the workplace enhance employee motivation, inspire loyalty, and ensure that their needs are met Conversely, negative interactions and unmet expectations can lead to decreased motivation and increased interest in alternative job opportunities.

2.3.2 H2: Relatedness influences employee’s intrinsic motivation

Extrinsic motivation comes from external sources that provide stimuli to encourage desired actions, while intrinsic motivation, which is harder to foster, plays a crucial role in long-term engagement Relying solely on intrinsic motivation can make it challenging to achieve productivity in a short time frame.

Coworker relationships differ significantly from those between managers and employees, as they are lateral and lack formal authority Coworkers often interact more frequently with employees than managers do, providing a more immediate influence on employees' work experiences This dynamic creates valuable opportunities for workplace connections to impact job satisfaction and motivation While coworkers may not have the power to terminate your employment, their relationships can still significantly affect your motivation and effectiveness at work.

A meta-analysis by Chiaburu and Harrison (2008) revealed that when leadership support is accounted for, colleague support significantly influences employee role perceptions, work attitudes, disengagement, and overall effectiveness Notably, the study found that support from coworkers has a more substantial effect on job motivation compared to support from leadership.

Research method

Sample and data collection

The study involved 107 employees from various companies in Vietnam, with ages spanning from 18 to 31 Among the participants, there were 61 males, 41 females, and 5 individuals identifying as others The workforce composition revealed that 32.7% were engaged in full-time positions, while 51.4% worked part-time Additionally, 76.64% of the respondents were employees, 16.82% held managerial roles, and 6.54% were business owners.

We used Microsoft Forms - an online survey to collect survey responses, our sampling method is convenient sampling.

Table 3-1: Description of the research sample

Measures and scales

The opinion on relationships between employees was measured with 15 questions in the second version of the Copenhagen Psychosocial Questionnaire (COPSOQ II)

The study utilized a 5-point Likert scale to assess responses, ranging from 1 (To a very large extent; Always) to 5 (To a small extent; Never), focusing on work motivation through 19 questions derived from the multidimensional work motivation scale, which has validation evidence across seven languages and nine countries Additionally, the motivation was rated on a 7-point Likert scale (1 = Not at all to 7 = Completely), and all questionnaire measures were translated from English to Vietnamese.

Data analysis procedure

In order to test hypotheses, we used JASP and followed two models.

Results

Descriptive statistics

Table 4-2: Descriptive statistics of the study variables

Figure 4.1 demonstrates a significant correlation between Gender and the variables Age, Work Experience, and SOSUPR at a 95% confidence level, indicating that the correlation coefficients for these pairs are statistically significant at the 5% level of significance.

The analysis reveals a strong correlation between age and variables such as working status, work experience, and position, achieving a 99% confidence level Additionally, the correlation coefficients for these pairs are statistically significant at a 1% level, while age also shows a significant correlation with firm size at a 95% confidence level.

Working is correlated with WorkExp and firmsize at 99% confidence level.Therefore, we can conclude that the correlation coefficient of these pairs of variables are

18 statistically significant at the 1% level of significance and correlated with position at 95% confidence level.

WorkExp is correlated with position at 99% confidence level, that is, the correlation coefficients of this pair is statistically significant at 1% significance level.

Position is correlated with SOSUPER at 95% confidence level, that is, the correlation coefficients of this pair is statistically significant at 5% level of significance.

SOSUCO is corelated with SOSUPER at 99% confidence level, that is, the correlation coefficients of this pair is statistically significant at 1% significance level.

SOSUPER is correlated with Exmot at 95% confidence level, that is, the correlation coefficients of this pair is statistically significant at 5% level of significance.

Inmot is correlated with Exmot at 95% confidence level, that is, the correlation coefficients of this pair is statistically significant at 5% level of significance.

Hypothesis testing results

Table 4-3: Results from hypothesis testing

To test the theoretical model, multiple linear regression analysis was conducted, yielding an R² coefficient of 0.143 and an adjusted R² value of 0.058 This indicates that the independent variable explains 5.8% of the variance in the dependent variable, while the remaining variance is attributed to other independent variables not included in the model.

The results of the multiple regression analysis indicate that all variables have significance values (Sig) greater than 0.05, leading to the rejection of hypothesis 1 Notably, SOSUSUPER significantly impacts Exmot at a 95% confidence level, exhibiting a negative relationship with a Coefficient of Variation of -0.394; this implies that a one-unit change in SOSUSUPER results in a decrease of 0.394 standard deviation units in Exmot Furthermore, the Working variable shows a Coefficient of Variation of 0.230 at a 90% confidence level, indicating that a one-unit change in Working leads to an increase of 0.230 standard deviation units in Exmot.

To test the theoretical model, multiple linear regression analysis was conducted, yielding an R² coefficient of 0.116 and an adjusted R² value of 0.029 This indicates that the independent variable in the model explains only 0.29% of the variance in the dependent variable, with the remaining variance attributed to other independent variables not included in the model.

The multiple regression analysis indicates that all variables have significance values (Sig) greater than 0.05, leading to the rejection of hypothesis 2 Furthermore, firm size significantly influences Exmot at a 90% confidence level, with a coefficient of variation of 0.190 This positive correlation suggests that a one-unit increase in firm size results in an increase of 0.394 standard deviation units in Exmot.

Log in of Variation of 0.230 with 90% confidence that when Working changes by 1 unit, Exmot changes by 0.230 SD unit.

Discussion and Conclusions

Limitation And Future Research

Future research should focus on overcoming the limitations identified in this study Primarily, the research was confined to a single country with a small demographic of individuals aged 20 to 30 Additionally, the questionnaire used was not entirely clear, featuring multiple questions that conveyed similar meanings, which complicates its practical application Lastly, the rapid execution of the survey hindered the collection of sufficient data for a comprehensive analysis.

To enhance future research, it is crucial to diversify research topics, select questionnaires thoughtfully for ease of completion, and allocate sufficient time for thorough investigations Ultimately, utilizing a quantitative data survey proved effective in exploring the impact of workplace interpersonal interactions on motivation.

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Tiêu đề	The impact of relationships at workplace on motivation: A sdt perspective
Tác giả	Nguyen Lan Anh, Nguyen Thi Phuong Anh, Nguyen Thuy Duong, Nguyen Tra My, Ho Vu Thao Nguyen, Cao Thi Oanh, Pham Mai Phuong
Trường học	Hanoi University
Thể loại	báo cáo nghiên cứu
Năm xuất bản	2022
Thành phố	Hanoi

Định dạng
Số trang	42
Dung lượng	2,38 MB