Self Determination Theory

Introduction

“Pay is the single most important motivator used in our organized society, [...] but what we know very little about when pay is an incentive”(Haire, Ghiselli, & Porter, 1963, p.30).

Work is a big part of our life. In this context, work is the accomplishment of specific tasks in exchange for compensation, such as money or other incentives. These types of rewards are considered as extrinsic because they don’t come from internal source to the individual and that’s what explains that very often the ratio of the quality and the quantity of employees work performance is not clear. Hence, the issue to organizations is to identify the new factors that motivate employees and increase job satisfaction in order to be more competitive. (Gibbs,

This can be satisfied by sharing thoughts and feelings with others, feeling accepted and receiving confirmation from others.

Those 3 needs encourage more willingness and high quality of motivation and engagement for activities.

The self-determination theory includes 5 mini theories to explain a set of motivationally phenomena which addresses one facet of motivation or personality functioning. But only one is relevant for the analysis. Goal Contents Theory (GCT) grows out of the distinctions between intrinsic and extrinsic goals and their impact on motivation and wellness. Goals are seen as differentially affording basic need satisfactions and are thus differentially associated with well-being. Extrinsic goals such as financial success, appearance, and popularity/fame have been specifically contrasted with intrinsic goals such as community, close relationships, and personal growth, with the former more likely associated with lower wellness and greater ill-being. ( self-determination theory, 2014).

It’s a smart investment for the company in the sense that it permits to recognize the employees success. It reflects also that their effort is recognized.

Such as the BNP recognition award to encourage employees to innovate, the

BNP Paribas Innovation Awards are presented every year to the projects that best illustrate the BNP Paribas Group of the future and recognizes the talent of the teams behind them.

It enhances their skills and it’s the occasion to share their personal goals by asking if it’s high time to give more responsibilities or envisage their future plans within the company. Feedback is also a good way to keep employees dedicated such as review process by asking employees their impression of the work they have done over the past years and to share their point of view.

Based on the results of their internal Global People Survey carried out in 2013, 84% of employees said they were proud to work for BNP Paribas while 76% said they had a