As Discussed In Modules 1 And 2, There Are Many Factors

As Discussed Inmodules 1 And 2 There Are Many Factors That Influence

As discussed in Modules 1 and 2, there are many factors that influence the behaviors of individuals and teams within organizations. Studies have shown that people’s behavior can be changed by adding a fun or interesting component to a given task or work. For example, a manager might create a competition among team members when implementing a new process to create more energy and excitement around the new process. In this assignment, you will explore in detail one theory managers can use to influence the behaviors of their teams and individuals. Research theories on changing behavior using your textbook, the Argosy University online library resources, and the Internet. Also, research stories on changing people’s behavior. Respond to the following: Describe in detail one theory on changing behaviors found in your research. Select a real work example and explain how you would apply this concept to that situation.

Paper For Above instruction

In the realm of organizational behavior management, one prominent theory that has been extensively researched and applied is the Self-Determination Theory (SDT). Developed by Deci and Ryan (1985), SDT emphasizes the importance of intrinsic motivation and the innate psychological needs for competence, autonomy, and relatedness in fostering behavioral change. This theory suggests that individuals are more likely to engage in and sustain positive behaviors when these three needs are satisfied, rather than through external pressures or rewards alone.

Self-Determination Theory posits that extrinsic motivators can sometimes undermine intrinsic motivation, leading to decreased engagement over time. Conversely, fostering an environment that supports autonomy, offers opportunities for mastery (competence), and nurtures social connections (relatedness) enhances intrinsic motivation. This shift in focus from external rewards to internal drivers makes SDT particularly effective in organizational settings aiming for lasting behavioral change.

A practical application of SDT can be observed in a corporate wellness program designed to improve employee health behaviors. Imagine a company aiming to increase physical activity among its staff. Instead of imposing mandatory exercise routines or providing external incentives solely based on attendance or weight loss, management could create an environment that supports intrinsic motivation. They could involve employees in designing their wellness goals (autonomy), offer skill-building workshops or personalized coaching (competence), and facilitate team-based activities or social support groups (relatedness).

For instance, a manager might initiate a "Wellness Champion" program where employees volunteer to lead fitness activities, thereby empowering their peers and fostering a sense of ownership over their health journey. This approach aligns with SDT principles by promoting autonomy through volunteer-led initiatives, competence via skill development, and relatedness through social engagement. Over time, employees are more likely to internalize these health behaviors, leading to sustained lifestyle changes beyond short-term compliance.

This model contrasts with traditional extrinsic motivators such as monetary incentives or mandatory participation, which may produce immediate but transient results. Instead, integrating SDT principles encourages genuine internal motivation, resulting in more enduring behavioral changes that benefit both employees and the organization.

Research supports the effectiveness of SDT in various organizational contexts. Gagné and Deci (2005) found that managers who fostered autonomy and competence observed higher employee engagement and initiative. Moreover, Deci, Koestner, and Ryan (1999) indicated that intrinsic motivation is linked to enhanced creativity, performance, and well-being. In practice, applying SDT involves creating a supportive environment where employees feel valued, competent, and connected, which naturally encourages positive behavioral change.

In conclusion, Self-Determination Theory offers a comprehensive framework for understanding and facilitating behavioral change in organizations. By prioritizing intrinsic motivation and satisfying the psychological needs of autonomy, competence, and relatedness, managers can foster sustainable behavioral transformations that lead to healthier, more engaged, and higher-performing teams.

References

• Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. Springer Science & Business Media.
• Gagné, M., & Deci, E. L. (2005). Self-determination theory and work motivation. Journal of Organizational Behavior, 26(4), 331-362.
• Deci, E. L., Koestner, R., & Ryan, R. M. (1999). A meta-analytic review of experiments examining the effects of extrinsic rewards on intrinsic motivation. Psychological Bulletin, 125(6), 627-668.
• Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1), 68-78.
• Vansteenkiste, M., Simons, J., Lens, W., Sheldon, K. M., & Deci, E. L. (2004). Motivating school achievement: A motivational analysis with Self-Determination Theory. Educational psychologist, 39(1), 19-31.
• Latham, G. P., & Pinder, C. C. (2005). Work motivation theory and research at the dawn of the twenty-first century. Annual Review of Psychology, 56, 485-516.
• Baard, P. P., Deci, E. L., & Ryan, R. M. (2004). Intrinsic need satisfaction: A motivational basis of performance and well-being in two work settings. Journal of Applied Social Psychology, 34(10), 2045-2068.
• Reeve, J. (2012). Self-determination theory. In P. A. Van Lange, A. W. Kruglanski, & E. T. Higgins (Eds.), Handbook of Theories of Social Psychology (pp. 416-437). Sage.
• Levesque, C., & Pelletier, L. G. (2003). Toward a formulation of Locus of Causality and its relation to motivation and performance. Journal of Applied Social Psychology, 33(7), 1421-1437.
• Deci, E. L., & Ryan, R. M. (2008). Self-determination theory: A macrotheory of human motivation, development, and health. Canadian Psychology/Psychologie Canadienne, 49(3), 182-185.