text stringlengths 59 512 | source_url stringclasses 12
values | source_title stringclasses 12
values | source_domain stringclasses 9
values | license_type stringclasses 2
values | attribution_required bool 1
class | attribution_text stringclasses 1
value | license_url stringclasses 1
value | relevance_score float64 0.32 0.67 | quality_score float64 0.47 0.89 | topics stringlengths 2 73 | character_count int64 59 512 | subject_name stringclasses 1
value | subject_type stringclasses 1
value | extraction_date stringdate 2026-04-09 01:45:31 2026-04-09 01:45:33 | embedding listlengths 384 384 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
actor for many employees to leave the profession? From this point of view, Hull’s drive reduction theory should not be disregarded entirely. It should rather be considered when it comes to educating students regarding the peculiarities of the profession, and it should be the basis for investigating why practitioners le... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10669707/ | When the Going Gets Challenging—Motivational Theories as a Driver for Workplace Health Promotion, Employees Well-Being and Quality of Life - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.444 | 0.834 | ["career"] | 446 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.173624 | [
0.07421214133501053,
0.07261878997087479,
0.0589941032230854,
0.0464651845395565,
0.04991791769862175,
0.032987795770168304,
0.051156193017959595,
-0.06450286507606506,
0.036536071449518204,
-0.012334698811173439,
-0.006978929042816162,
0.0629962608218193,
-0.0018749971641227603,
0.0246671... | ||
reduction theory by considering “arousal” levels. If the arousal level is too low, actions will be taken to raise it; if it is too high, reductions will follow. Although this theory does not explain working hard for a degree in vet school, this theory could be of benefit to the veterinary profession: appplying the Yerk... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10669707/ | When the Going Gets Challenging—Motivational Theories as a Driver for Workplace Health Promotion, Employees Well-Being and Quality of Life - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.435 | 0.854 | ["career", "governance", "education"] | 476 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.173730 | [
0.06918364763259888,
0.11011902242898941,
0.09948128461837769,
0.05517677962779999,
0.04874993488192558,
-0.007811239454895258,
0.02036255970597267,
0.03483758866786957,
0.017311956733465195,
0.034661002457141876,
-0.057864028960466385,
0.08136249333620071,
-0.002680950565263629,
0.1414327... | ||
vement can end up in overstimulation and burnout. To combat high levels of job involvement, one must lower the arousal back to optimal levels by having regulated off-times [ 26 ]. Motivation is about balancing high stimulation levels and rest and recovery periods. To incorporate knowledge and a sense of the importance ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10669707/ | When the Going Gets Challenging—Motivational Theories as a Driver for Workplace Health Promotion, Employees Well-Being and Quality of Life - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.43 | 0.866 | ["career", "motivation", "education"] | 493 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.173826 | [
0.0142440190538764,
0.04305991157889366,
0.0455288328230381,
0.02862127684056759,
0.015675751492381096,
0.06760293245315552,
0.028947923332452774,
0.04995804280042648,
-0.02215825580060482,
-0.031921349465847015,
-0.08894002437591553,
0.10319554060697556,
0.0203560683876276,
0.040024843066... | ||
ust not be dropped as useless for the profession. Cognitive motivational approaches explain one’s behavior based on intrinsic and extrinsic motivation [ 2 ]. Intrinsic and extrinsic motivators have been the subject of some publications within the human healthcare sector [ 44 , 45 , 46 ] and have often been studied in e... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10669707/ | When the Going Gets Challenging—Motivational Theories as a Driver for Workplace Health Promotion, Employees Well-Being and Quality of Life - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.596 | 0.866 | ["motivation", "career"] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.173929 | [
0.014827005565166473,
0.019667623564600945,
0.0029806450475007296,
-0.023248186334967613,
0.01915423385798931,
-0.02189161255955696,
0.14707961678504944,
0.07891961932182312,
0.04352349042892456,
0.0008030423778109252,
-0.01132948137819767,
-0.028163524344563484,
-0.0218338705599308,
0.126... | ||
importance within the veterinary profession: recent publications proved that having high control [ 36 ], high satisfaction [ 37 ], and high work commitment [ 38 ] mitigate the effects of stress [ 38 ]. Furthermore, a veterinarian study on stress, work-home interference, and burnout referred to a transactional model [ 4... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10669707/ | When the Going Gets Challenging—Motivational Theories as a Driver for Workplace Health Promotion, Employees Well-Being and Quality of Life - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.555 | 0.702 | ["networking", "career", "family", "education"] | 470 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.174028 | [
0.08195576816797256,
0.05267065390944481,
0.012967045418918133,
0.07546038925647736,
-0.0048278383910655975,
-0.02300974354147911,
0.07006921619176865,
-0.002716990187764168,
0.02336919866502285,
-0.0005482115084305406,
-0.06192898377776146,
0.02084353007376194,
-0.0003520764294080436,
0.0... | ||
ronmental demands and human reactions [ 5 , 42 ]. As mentioned earlier, classical work psychology defines rewards as being either intrinsic or extrinsic [ 49 ]. When investigating the veterinary sector, which is characterized by its previously described peculiarities like the lack of a clear separation between private ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10669707/ | When the Going Gets Challenging—Motivational Theories as a Driver for Workplace Health Promotion, Employees Well-Being and Quality of Life - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.391 | 0.862 | ["career", "decision_making", "war_conflict"] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.174120 | [
-0.02894698642194271,
0.02243010886013508,
0.017998337745666504,
0.07458815723657608,
0.02432945929467678,
-0.02597140707075596,
0.06957381218671799,
-0.005423871800303459,
0.018538454547524452,
0.0012203928781673312,
-0.05109018087387085,
-0.04063255712389946,
-0.04735759645700455,
0.1075... | ||
g working hours, excessive workload, and the feeling of too much job involvement is present [ 5 ], a clear separation between intrinsic and extrinsic rewards seems to be past the reality. This could be a hurdle when it comes to applying the theory in veterinary medicine and could be a reason why the author could find o... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10669707/ | When the Going Gets Challenging—Motivational Theories as a Driver for Workplace Health Promotion, Employees Well-Being and Quality of Life - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.545 | 0.72 | ["war_conflict", "career", "philosophy"] | 507 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.174213 | [
-0.016950326040387154,
-0.02962404116988182,
0.04866373538970947,
0.026091743260622025,
-0.013158525340259075,
-0.05652147904038429,
0.11206775903701782,
0.06674526631832123,
0.02077866531908512,
0.010638645850121975,
-0.0323873832821846,
0.005000812467187643,
0.001547128544189036,
0.13964... | ||
trinsic and extrinsic rewards are complex [ 43 ]. Nevertheless, even if this first publication reports complexity, it should be seen as a future guideline to build on for the profession. Maslow’s hierarchy of needs theory considers individual needs as being organized hierarchically, beginning at the bottom of a pyramid... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10669707/ | When the Going Gets Challenging—Motivational Theories as a Driver for Workplace Health Promotion, Employees Well-Being and Quality of Life - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.382 | 0.85 | ["career", "war_conflict", "philosophy"] | 509 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.174314 | [
-0.04087746515870094,
0.01343762967735529,
-0.04802854731678963,
0.0001756278215907514,
-0.025747139006853104,
-0.07132475823163986,
0.051198456436395645,
0.08106355369091034,
0.0110672852024436,
0.0016993040917441249,
-0.021570280194282532,
-0.08313477039337158,
-0.03943539410829544,
0.10... | ||
s/love, esteem, and self-actualization (highest). As described before, managers in all professions still apply Maslow’s theory, with some organizational factors being manageable and affordable to execute. In contrast, others are more complex and pricier [ 53 ]. Veterinary medicine is uniquely positioned to apply these ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10669707/ | When the Going Gets Challenging—Motivational Theories as a Driver for Workplace Health Promotion, Employees Well-Being and Quality of Life - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.376 | 0.842 | ["career", "management"] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.174406 | [
0.08121803402900696,
0.025811482220888138,
0.043675463646650314,
0.06442243605852127,
0.003262787591665983,
-0.09391861408948898,
0.0036908357869833708,
0.09097429364919662,
0.03258419781923294,
-0.021009990945458412,
-0.06629779189825058,
0.028899144381284714,
-0.015223086811602116,
0.129... | ||
eterinary sector, one’s professional life often interferes with food intake and sleep. Considering the high incidences of work-related accidents, the veterinary profession also collides with Maslow’s second level (safety). As Maslow asserted the first three needs represent deficiency needs that must be mastered before ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10669707/ | When the Going Gets Challenging—Motivational Theories as a Driver for Workplace Health Promotion, Employees Well-Being and Quality of Life - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.405 | 0.84 | ["career"] | 511 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.174507 | [
0.05238069221377373,
0.04893871769309044,
0.040489036589860916,
0.07080370932817459,
0.020989444106817245,
-0.023980284109711647,
0.03692980483174324,
0.07046739012002945,
-0.04251304268836975,
-0.024749882519245148,
-0.039073433727025986,
0.014351717196404934,
-0.004931210074573755,
0.099... | ||
g the essential characteristics of the veterinary profession and enhancing the well-being of veterinarians at work. The ERG theory of Alderfer reduces the five demands to three: existence, relatedness, and development. Individuals can engage multiple needs simultaneously and proceed down the hierarchy. Alderfer, unlike... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10669707/ | When the Going Gets Challenging—Motivational Theories as a Driver for Workplace Health Promotion, Employees Well-Being and Quality of Life - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.407 | 0.83 | ["career"] | 440 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.174604 | [
0.03226741403341293,
0.010584743693470955,
0.05842960998415947,
0.023035166785120964,
-0.06233793869614601,
-0.005325762555003166,
0.014175646007061005,
0.0453670397400856,
0.0005736518651247025,
-0.00989555660635233,
-0.05099060386419296,
-0.01951461471617222,
-0.06097756698727608,
0.0389... | ||
igher-level need might arise as a driving factor. So, if an individual’s yearnings at a certain level are obstructed, he/she will focus on satisfying needs at other levels [ 51 ]. Per Maslow’s theory, Alderfer’s model is still applied by many managers in the workplace. The ERG theory indicates that managers must identi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10669707/ | When the Going Gets Challenging—Motivational Theories as a Driver for Workplace Health Promotion, Employees Well-Being and Quality of Life - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.448 | 0.844 | ["management", "motivation"] | 438 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.174699 | [
-0.04588061571121216,
-0.007380100432783365,
0.010571264661848545,
0.018965601921081543,
0.040773045271635056,
-0.05493751913309097,
0.057270415127277374,
0.042202580720186234,
0.021499866619706154,
-0.07797694951295853,
-0.05769072845578194,
-0.052521198987960815,
-0.03350004553794861,
0.... | ||
eed at a time will not motivate employees [ 53 ]. For the veterinary profession, this would mean that sleep deprivation and irregular working hours could be compensated by, e.g., optimal supervision, efficient training, or high job status. Further research is necessary to identify the most critical “motivating factors”... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10669707/ | When the Going Gets Challenging—Motivational Theories as a Driver for Workplace Health Promotion, Employees Well-Being and Quality of Life - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.392 | 0.842 | ["career", "strategy", "motivation"] | 476 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.174787 | [
0.051813267171382904,
0.08547913283109665,
0.07223066687583923,
0.045284442603588104,
0.06865555793046951,
0.013786706142127514,
0.04751676693558693,
0.044909171760082245,
-0.01702224463224411,
-0.018317732959985733,
-0.03748118504881859,
0.014611870981752872,
-0.014658981002867222,
0.0742... | ||
rmine and identify the level of job satisfaction. The fact that several studies investigating job satisfaction in human medical nursing populations have incorporated Herzberg’s theory, and numerous have also used it as a conceptual framework [ 57 ], is promising for the veterinary profession. Human medicine studies alr... | https://pmc.ncbi.nlm.nih.gov/articles/PMC10669707/ | When the Going Gets Challenging—Motivational Theories as a Driver for Workplace Health Promotion, Employees Well-Being and Quality of Life - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.558 | 0.842 | ["career", "salary", "motivation"] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.174882 | [
0.018458984792232513,
0.04515054449439049,
-0.02023470029234886,
0.04592003673315048,
0.01979672908782959,
0.0067687686532735825,
0.08740177005529404,
0.04580569267272949,
-0.07478681951761246,
-0.04021482169628143,
-0.10203541070222855,
0.03796195611357689,
0.03016376867890358,
0.07259621... | ||
, work recognition, working conditions, accomplishment, cor | https://pmc.ncbi.nlm.nih.gov/articles/PMC10669707/ | When the Going Gets Challenging—Motivational Theories as a Driver for Workplace Health Promotion, Employees Well-Being and Quality of Life - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.558 | 0.564 | [] | 59 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.174972 | [
-0.027858544141054153,
0.03977840393781662,
-0.013487812131643295,
-0.04012821987271309,
-0.01550831738859415,
0.05961749330163002,
0.009729993529617786,
-0.016289247199892998,
-0.0751103013753891,
-0.04209219291806221,
0.027759263291954994,
-0.053967852145433426,
-0.04574399068951607,
0.0... | ||
Abstract Read online Motivation is an essential component in the enhancement of organizational performance. Motivation theories have emerged over time toward providing insight into the importance of motivation in achieving organizational success. The paper embarks on a comparative study of Abraham Maslow’s hierarchy of... | https://doaj.org/article/302d6a2db8394ca5a77d2a086cb73f8d | Abraham Maslow’s Hierarchy of Needs and Frederick Herzberg’s Two-Factor Motivation Theories: Implications for Organizational Performance – DOAJ | doaj.org | public_domain | false | 0.638 | 0.818 | ["motivation", "philosophy", "networking", "war_conflict", "education"] | 451 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.409531 | [
0.016081010922789574,
-0.021003292873501778,
-0.022358156740665436,
-0.005093296058475971,
0.019437480717897415,
0.03835146874189377,
0.06104523316025734,
0.07274675369262695,
0.009048551321029663,
-0.041135020554065704,
-0.011504873633384705,
0.05980580672621727,
0.03396369144320488,
0.02... | ||
and implications for organizational performance. The study relied on qualitative data collected from scholarly articles whereby they were analyzed using the case study approach and expounded thematically. The study bares a correlation between Maslow’s hierarchy of needs and Herzberg’s two-factor motivation theories, in... | https://doaj.org/article/302d6a2db8394ca5a77d2a086cb73f8d | Abraham Maslow’s Hierarchy of Needs and Frederick Herzberg’s Two-Factor Motivation Theories: Implications for Organizational Performance – DOAJ | doaj.org | public_domain | false | 0.609 | 0.82 | ["education", "motivation", "philosophy"] | 442 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.409821 | [
0.051802124828100204,
0.007668475154787302,
-0.02183031477034092,
0.006980708800256252,
0.029592355713248253,
-0.024822786450386047,
0.025116799399256706,
0.07096497714519501,
0.025624383240938187,
-0.03119077906012535,
0.014424890279769897,
0.031197451055049896,
0.012032591737806797,
0.08... | ||
presents both intrinsic and extrinsic motivation. The implication of the theories has shown that individual needs differ and that the blend of both the intrinsic and extrinsic motivation factors, as shown by both theories, cannot be isolated, as the regular application of both factors would produce robust employees ene... | https://doaj.org/article/302d6a2db8394ca5a77d2a086cb73f8d | Abraham Maslow’s Hierarchy of Needs and Frederick Herzberg’s Two-Factor Motivation Theories: Implications for Organizational Performance – DOAJ | doaj.org | public_domain | false | 0.632 | 0.862 | ["motivation", "management", "resume", "philosophy"] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.410018 | [
-0.015572803094983101,
-0.06051401421427727,
-0.06276846677064896,
-0.009773298166692257,
0.019121911376714706,
-0.0009634758462198079,
0.08557699620723724,
0.050822287797927856,
0.04268655553460121,
0.01150169875472784,
0.017017552629113197,
0.0016130967997014523,
0.031046930700540543,
0.... | ||
and coordinate material resources, but also to recognize the divergence of the needs of individuals and develop approaches to satisfy them. Keywords motivation theories abraham maslow fredrick herzberg organizational performance | https://doaj.org/article/302d6a2db8394ca5a77d2a086cb73f8d | Abraham Maslow’s Hierarchy of Needs and Frederick Herzberg’s Two-Factor Motivation Theories: Implications for Organizational Performance – DOAJ | doaj.org | public_domain | false | 0.633 | 0.76 | ["motivation", "philosophy"] | 228 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.410154 | [
-0.007780719082802534,
0.017732448875904083,
-0.07830367982387543,
-0.021508142352104187,
0.022002732381224632,
0.05222305282950401,
0.06951359659433365,
0.07527518272399902,
-0.039597369730472565,
-0.01118028536438942,
-0.055091630667448044,
0.06288159638643265,
-0.007657181471586227,
0.0... | ||
05 0.15 ** 0.12 * 0.13 * 0.12 * 0.04 9.44 7.64 3. Autonomous motivation 4.79 1.38 0.03 0.11 * - 0.54 ** 0.54 ** 0.23 ** 0.35 ** 0.47 ** 0.61 ** 0.24 ** 0.75 ** 0.45 ** 4.50 1.55 4. Controlled motivation 4.05 1.80 −0.13 * 0.06 0.58 ** - 0.03 0.67 ** −0.11 * 0.72 ** −0.28 ** 0.62 ** 0.34 ** 0.04 4.06 1.79 5. Autonomy nee... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.569 | 0.642 | ["motivation", "agents"] | 438 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.646199 | [
0.06034013256430626,
-0.0777955949306488,
-0.06628995388746262,
0.030355112627148628,
-0.041692543774843216,
-0.06281545758247375,
-0.010746379382908344,
0.07028025388717651,
-0.057783015072345734,
0.024658264592289925,
-0.0031227008439600468,
-0.03756995126605034,
0.039451200515031815,
-0... | ||
.02 0.72 ** −0.23 ** 0.62 ** 0.70 ** 3.82 0.81 6. Autonomy needs frustration 3.27 1.08 −0.04 0.12 * 0.27 ** 0.67 ** −0.21 ** - −0.22 ** 0.74 ** 0.08 0.76 ** 0.05 −0.22 ** 3.25 1.10 7. Relatedness needs satisfaction 4.06 0.82 0.11 * −0.05 0.29 ** −0.11 ** 0.74 ** −0.21 ** - −0.26 ** 0.49 ** −0.26 ** 0.42 ** 0.55 ** 3.94... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.562 | 0.648 | [] | 469 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.646515 | [
0.051819562911987305,
-0.03730238601565361,
-0.06447280943393707,
0.04538872465491295,
-0.038779765367507935,
-0.03978056460618973,
-0.016810057684779167,
0.048873890191316605,
-0.023797281086444855,
-0.004215911962091923,
0.04306124895811081,
-0.07515829801559448,
0.013490232639014721,
0.... | ||
* - 0.29 ** 0.76 ** −0.31 ** −0.13 * 2.97 1.28 9. Competence needs satisfaction 4.06 0.071 0.17 * 0.04 0.33 ** −0.09 0.74 ** −0.25 ** 0.70 ** −0.23 ** - 0.05 0.61 ** 0.62 ** 3.72 0.79 10. Competence needs frustration 2.88 1.26 −0.09 0.17 ** 0.20 ** 0.63 ** −0.23 ** 0.76 ** −0.31 ** 0.81 ** −0.40 ** - 0.06 −0.36 ** 2.98... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.57 | 0.64 | [] | 442 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.646645 | [
0.05048200860619545,
0.005087719298899174,
-0.051235225051641464,
0.056692443788051605,
-0.10173771530389786,
-0.058623962104320526,
-0.012516763992607594,
0.051428213715553284,
-0.06546172499656677,
-0.01783093437552452,
0.004516604356467724,
-0.09895619750022888,
0.008476914837956429,
-0... | ||
.50 0.18 0.005 6 Relatedness needs thwarting 0.29 0.16 0.07 0.16 0.18 0.25 0.14 0.16 0.32 −0.24 0.18 0.18 −0.39 0.15 0.01 −0.66 0.17 0.000 7 Competence needs thwarting −0.40 0.17 0.02 0.20 0.19 0.29 0.19 0.16 0.22 0.17 0.17 0.34 −0.01 0.15 0.96 −0.42 0.17 0.05 Latent Group Means Autonomous Motivation Controlled Motivat... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.422 | 0.686 | ["motivation", "war_conflict", "agents"] | 411 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.646821 | [
0.04764135181903839,
-0.0005003016558475792,
-0.057146359235048294,
0.014409378170967102,
0.0033352237660437822,
0.07194456458091736,
0.03285226598381996,
0.0940379947423935,
-0.05271303653717041,
0.00497906468808651,
0.023984121158719063,
-0.02956247702240944,
0.02449755370616913,
0.02915... | ||
. p Estimate S.E. p Estimate S.E. p Estimate S.E. p 1 Control - - - - - - - - - - - - 2 Autonomy needs supportive −0.21 0.14 0.13 −0.33 0.14 0.02 −0.21 0.14 0.13 −0.22 0.15 0.13 3 Relatedness needs supportive 0.07 0.14 0.62 −0.36 0.13 0.02 0.03 0.14 0.83 −0.12 0.14 0.38 4 Competence needs supportive 0.29 0.13 0.03 −0.2... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.542 | 0.748 | ["war_conflict"] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.646977 | [
0.030873138457536697,
-0.03578576445579529,
-0.05260435491800308,
0.04703104496002197,
-0.006206834223121405,
0.008435084484517574,
-0.021884145215153694,
0.07281891256570816,
-0.006937278434634209,
0.06597296893596649,
0.09443512558937073,
0.0009387658210471272,
0.027896767482161522,
0.00... | ||
Behav Sci (Basel) . 2025 Jun 25;15(7):864. doi: 10.3390/bs15070864 Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions Zheni Wang Zheni Wang 1 School of Business, Southern Connecticut State University, New Haven, CT 06515, USA Conceptualization, Methodolog... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.645 | 0.842 | ["education", "motivation", "philosophy"] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.647112 | [
-0.015442685224115849,
0.11695068329572678,
0.0017488040030002594,
0.029123978689312935,
0.059809304773807526,
0.03965013474225998,
0.05969184637069702,
0.06980860978364944,
0.00246895058080554,
0.012804203666746616,
-0.03282543271780014,
0.06738856434822083,
0.025646166875958443,
0.038465... | ||
ool of Business, Concordia University, Montreal, QC H3G 1M8, Canada; melanie.briand@concordia.ca Conceptualization, Resources, Data curation Find articles by Melanie Briand 2 Editor: Guiquan Li Author information Article notes Copyright and License information 1 School of Business, Southern Connecticut State University... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.525 | 0.828 | ["education", "philosophy"] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.647249 | [
0.06438368558883667,
-0.039571959525346756,
0.02717900462448597,
-0.0008701984188519418,
0.02294546365737915,
0.01799897849559784,
0.02260020188987255,
-0.02351483330130577,
0.09185124933719635,
-0.017935311421751976,
0.04257222265005112,
0.041924893856048584,
0.05851292237639427,
-0.04859... | ||
Correspondence: wangz5@southernct.edu Roles Zheni Wang : Conceptualization, Methodology, Formal analysis, Data curation, Writing – original draft Melanie Briand : Conceptualization, Resources, Data curation Guiquan Li : Academic Editor Received 2025 May 26; Revised 2025 Jun 15; Accepted 2025 Jun 23; Collection date 202... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.511 | 0.846 | ["innovation", "philosophy"] | 511 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.647388 | [
0.009219366125762463,
0.07508990913629532,
0.007755252066999674,
0.042528972029685974,
0.06440258026123047,
-0.0729534700512886,
0.0004896424943581223,
-0.035906508564949036,
-0.016274234279990196,
0.0645928606390953,
0.0320979505777359,
-0.013436769135296345,
0.10283926129341125,
-0.01360... | ||
e Commons Attribution (CC BY) license ( https://creativecommons.org/licenses/by/4.0/ ). PMC Copyright notice PMCID: PMC12292508 PMID: 40723648 Abstract Managers often need to stay motivated and effectively motivate others. Therefore, they should rely on evidence-based interventions to effectively motivate and self-moti... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.486 | 0.67 | ["motivation", "management", "innovation"] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.647540 | [
0.019574230536818504,
0.059197574853897095,
0.03460320457816124,
0.007545823231339455,
0.1167164072394371,
0.022773973643779755,
0.03073873743414879,
0.07414346933364868,
0.026817558333277702,
-0.031590208411216736,
0.014600745402276516,
0.022352751344442368,
-0.004875296726822853,
0.08363... | ||
equences within short time frames (i.e., within an hour, within a few weeks or months) in two empirical studies. Study one focused on assessing the effectiveness of a one-day training workshop in helping to improve managers’ work motivation, basic psychological needs satisfaction/frustration, subordinates’ motivation, ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.623 | 0.84 | ["management", "motivation", "war_conflict", "education"] | 511 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.647673 | [
-0.00482111657038331,
0.024371804669499397,
0.035106293857097626,
0.08201026916503906,
0.02089003473520279,
0.057542555034160614,
-0.022344691678881645,
-0.05976596102118492,
-0.05140309780836105,
-0.097110815346241,
0.0012442268198356032,
-0.014603933319449425,
-0.020405897870659828,
0.05... | ||
nagers were rated by their direct subordinates as having fewer needs-thwarting behaviors and reported self-improvement in needs satisfaction and frustration six weeks after completing the training program. Study two used the mean and covariance structure analysis and tested the impact of three types of basic psychologi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.435 | 0.692 | ["war_conflict", "motivation", "education"] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.647816 | [
0.06360305845737457,
-0.004645782057195902,
0.015745636075735092,
-0.020941469818353653,
-0.011152616702020168,
0.027663497254252434,
0.07893109321594238,
0.03279143571853638,
-0.046613242477178574,
0.03602847084403038,
-0.01043763943016529,
-0.02492746151983738,
0.032766010612249374,
0.01... | ||
ral self-efficacy for playing online word games within 30 min. Multi-group confirmatory factor analysis (CFA) confirmed the scalar measurement invariance, then latent group mean comparison results show consistently lower controlled motivation across the experimental conditions. During a quick online working scenario, t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.401 | 0.804 | ["motivation"] | 433 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.647944 | [
0.10220067948102951,
-0.053017858415842056,
-0.016914894804358482,
-0.006676880177110434,
0.04599696770310402,
0.03189264237880707,
0.0589132159948349,
0.09063422679901123,
0.06105123460292816,
0.038033049553632736,
0.0372624471783638,
0.043463800102472305,
-0.018165992572903633,
0.0357096... | ||
tional extrinsic self-regulation in participants. Supplementary structural equation modeling (SEM; cross-sectional) analyses using experience samples supported the indirect dual-path model from basic needs satisfaction to vitality and general efficacy via situational motivation. We discussed the theoretical implication... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.626 | 0.806 | ["motivation"] | 439 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.648082 | [
0.01178141962736845,
-0.002878815634176135,
0.007337074726819992,
0.02767835184931755,
0.0589933805167675,
0.004334880970418453,
0.08141645044088364,
0.03131246566772461,
0.02401668392121792,
-0.04219728335738182,
-0.013671819120645523,
0.008170833811163902,
-0.013263458386063576,
0.098237... | ||
tions for employee training, and the limitations. Keywords: motivation change, employee training and development, self-determination theory, theory-based interventions 1. Theoretical Framework Self-determination theory (SDT; Deci & Ryan, 2000 ; Ryan & Deci, 2017 ; Ryan, 2023 ), a classic motivation theory widely applie... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.634 | 0.688 | ["motivation", "management"] | 498 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.648355 | [
-0.050315868109464645,
0.005598430056124926,
-0.06482856720685959,
-0.04153549298644066,
0.060930076986551285,
0.0460037961602211,
0.08475051820278168,
0.05604853108525276,
-0.053096476942300797,
-0.016135239973664284,
0.028540845960378647,
0.08575450628995895,
-0.028078878298401833,
0.092... | ||
ong the dimensions (i.e., quality) of motivation. This motivation theory proposes that people engage in activities as a result of different types of intrinsic or extrinsic self-regulation ( Ryan & Deci, 2000 , 2017 ). The SDT dimensional motivation model ( Deci & Ryan, 2000 ) suggests that people can be motivated both ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.443 | 0.718 | ["motivation", "salary", "agents", "philosophy"] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.648527 | [
-0.009352476336061954,
-0.07180435210466385,
0.01154232770204544,
0.052324261516332626,
0.05003557354211807,
0.045577239245176315,
0.08324622362852097,
0.10075754672288895,
0.05640789121389389,
-0.005169581156224012,
0.02321373112499714,
0.006278216373175383,
0.026549676433205605,
0.023354... | ||
s (e.g., to have fun performing a given task or to realize one’s values or beliefs). Autonomous and controlled motivation are not opposites; each encompasses different types of psychological drive and motives that primarily result from distinct regulatory styles, and each predicts distinct cognitive and behavioral outc... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.433 | 0.862 | ["motivation", "ethics", "agents", "philosophy"] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.648675 | [
-0.01345084235072136,
-0.05634268745779991,
-0.016177503392100334,
0.06051209196448326,
0.05183803290128708,
0.049855832010507584,
0.043261077255010605,
0.06978097558021545,
0.002799033187329769,
0.013033468276262283,
-0.018071144819259644,
-0.037451233714818954,
-0.04380340501666069,
0.00... | ||
nutriments that are essential for ongoing psychological growth, integrity, and well-being.” Hence, people are naturally inclined to seek out needs-satisfying activities, both implicitly and explicitly, to grow, connect, master challenges, and integrate new experiences. However, these natural tendencies do not operate a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.495 | 0.818 | ["ethics", "crisis"] | 430 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.648817 | [
0.05896058306097984,
-0.030055388808250427,
0.03513551875948906,
0.07032543420791626,
0.0025895179715007544,
0.0472344309091568,
0.04012862965464592,
-0.006595905404537916,
0.0059479158371686935,
0.009096750058233738,
0.0033381804823875427,
0.020285364240407944,
-0.029351821169257164,
-0.0... | ||
riment” and support ( Deci & Ryan, 2000 , 2008 ). The three basic psychological needs are the needs for autonomy ( Chirkov et al., 2003 ), relatedness ( Baumeister & Leary, 1995 ), and competence ( Csikszentmihalyi, 1988 ), which are essential to human psychological health and, ultimately, to human functioning ( Sheldo... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.409 | 0.862 | [] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.648972 | [
0.02477158233523369,
-0.037872761487960815,
-0.053972553461790085,
-0.0460541732609272,
0.00162938900757581,
-0.015354874543845654,
0.060670461505651474,
0.07226448506116867,
-0.025952527299523354,
-0.04362832009792328,
0.047971416264772415,
-0.054862864315509796,
-0.05150430276989937,
0.0... | ||
integration of oneself with others, are essential to human flourishing ( Ryan & Deci, 2017 ; Ryan, 2023 ). Both tendencies serve as fundamental aspects of human life that cannot be taken for granted ( Deci & Ryan, 2008 ). The social environment can either facilitate and enable or disrupt and fragment human developmenta... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.413 | 0.854 | ["leadership", "philosophy"] | 470 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.649125 | [
0.016338206827640533,
0.05563051998615265,
-0.02039268985390663,
-0.015396780334413052,
0.027779288589954376,
-0.026742028072476387,
0.03115236759185791,
0.012133738026022911,
-0.0323060043156147,
-0.02829556353390217,
0.06136217713356018,
0.06044572591781616,
-0.013590950518846512,
-0.030... | ||
ess desirable consequences ( Deci & Ryan, 2008 ). Hence, the psychological function of human beings should reflect their ability to achieve growth (i.e., well-being) through the satisfaction of needs and successful social interactions across various life domains. It should also reflect their ability to avoid sickness a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.463 | 0.85 | ["war_conflict"] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.649261 | [
0.013426784425973892,
0.04470866173505783,
0.03397423028945923,
0.06042629852890968,
0.03062288649380207,
0.012174643576145172,
0.061237458139657974,
0.05508050695061684,
-0.008880657143890858,
0.01820189692080021,
0.041208598762750626,
-0.025370769202709198,
0.009838282130658627,
-0.01490... | ||
lifetime of needs frustration/interpersonal thwarting ( Ryan & Deci, 2017 ; B. Chen et al., 2015 ). Figure 1. Open in a new tab Dual-path model from needs satisfaction/frustration to psychological health via motivation (adapted from B. Chen et al., 2015 ). The present research focused on investigating and utilizing cha... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.595 | 0.7 | ["motivation", "war_conflict", "philosophy"] | 511 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.649407 | [
-0.012462694197893143,
0.0028587658889591694,
0.00002988066444231663,
0.033054862171411514,
0.022426124662160873,
-0.016591185703873634,
0.04383958876132965,
0.06743130087852478,
0.002653541276231408,
-0.02091073803603649,
-0.04675202816724777,
0.010569488629698753,
0.02524721808731556,
0.... | ||
critical predictor of changes in human attitudes and behaviors, which are often described as human learning behavior ( De Houwer et al., 2013 ) in many different organizational settings. Theory-based intervention research is critically needed to advance our understanding of how to foster sustainable work motivation and... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.61 | 0.844 | ["education", "motivation", "resume"] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.649549 | [
0.0003748233721125871,
0.07870212942361832,
-0.004726157523691654,
0.015083082020282745,
0.027811666950583458,
0.048000581562519073,
-0.006815245375037193,
0.04080815240740776,
-0.038680482655763626,
0.04347945749759674,
-0.0023409463465213776,
0.11497078835964203,
-0.04879064857959747,
0.... | ||
ific knowledge and practical application ( Deci et al., 2017 ). Moreover, theory-based designs ensure that interventions are systematic, replicable, and adaptable across organizational contexts ( Ryan, 2023 ). Embedding intervention research within the SDT framework not only helps refine the theory itself but also prov... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.598 | 0.828 | ["resume", "education"] | 440 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.649693 | [
-0.014018221758306026,
0.05272133648395538,
0.012485448271036148,
-0.05264550447463989,
0.08757878839969635,
0.0725877434015274,
-0.009583738632500172,
0.07338906079530716,
-0.005098946858197451,
0.007273299153894186,
-0.009812524542212486,
0.08724109828472137,
0.00005297236566548236,
0.06... | ||
d workplaces ( Gagné & Deci, 2005 ; Ryan, 2023 ). Evidence from this research can inform the design and implementation of effective managerial development and organizational change programs ( Hastings & Schwarz, 2022 ), guided by empirical evidence informed by self-determination theory (SDT). Organizations need effecti... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.635 | 0.84 | ["management", "philosophy", "war_conflict"] | 496 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.649852 | [
0.028698761016130447,
0.04379846528172493,
0.06377929449081421,
-0.016005059704184532,
0.028243491426110268,
0.03599800169467926,
0.013767770491540432,
0.05399105325341225,
-0.02354736626148224,
0.016698334366083145,
-0.026156039908528328,
0.09649153053760529,
-0.03943893313407898,
0.05406... | ||
ing and supporting employees in their daily work. Managers’ motivational style, defined by Hardré and Reeve ( 2009, p. 167 ) as “the way a manager seeks to motivate employees in the workplace,” indicates a range of their behavior for promoting a high quality of motivation in their subordinates effectively. These types ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.651 | 0.856 | ["motivation", "management", "philosophy"] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.649999 | [
-0.0370977409183979,
0.03795340284705162,
0.027905451133847237,
0.0012399288825690746,
0.02338225021958351,
-0.007626060396432877,
0.12735490500926971,
-0.022347591817378998,
-0.03488686680793762,
-0.006155611947178841,
-0.002813016064465046,
-0.005487007554620504,
0.015337517485022545,
0.... | ||
employees; providing employees with information and meaningful rationales; offering choice; encouraging self-initiation; giving effective feedback (change-orientated vs. promotion-oriented; Carpentier & Mageau, 2013 ); setting realistic goals; and showing empathy, concern, and appreciation ( Su & Reeve, 2011 ). At the ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.625 | 0.832 | ["decision_making", "war_conflict", "philosophy"] | 511 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.650150 | [
0.010862465016543865,
0.05881688371300697,
0.03927892819046974,
0.03525833785533905,
0.025917209684848785,
0.05211709067225456,
0.026965424418449402,
-0.02552289143204689,
-0.0004265756288077682,
-0.0421607568860054,
0.05537652224302292,
0.016452113166451454,
-0.009344036690890789,
-0.0245... | ||
ntial psychological nutrients that facilitate effective self-regulation ( B. Chen et al., 2015 ). For example, depletion of support and resources to deliver high-demanding performance under tight deadlines, abusive supervision, social segregation, and learned helplessness; these phenomena that lead to needs-frustration... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.474 | 0.838 | ["strategy", "management", "philosophy"] | 511 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.650287 | [
-0.001021634554490447,
0.02804369479417801,
-0.01014694757759571,
0.07089599967002869,
0.04067479819059372,
0.046476785093545914,
0.05992037430405617,
0.0379517525434494,
-0.001088094781152904,
-0.02624727040529251,
-0.02103457599878311,
0.0004819401656277478,
-0.045054905116558075,
0.0257... | ||
tes and situations/tasks as the context requires, their ability to carry out the actual attitude, for example, the values, beliefs, motivation to lead, and behavior, becomes the key to their effectiveness in motivating themselves and others at work. These assumptions differ significantly between the intervention condit... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.492 | 0.816 | ["leadership", "motivation", "ethics"] | 411 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.650423 | [
-0.03938615694642067,
0.1117437332868576,
-0.018669147044420242,
0.004797942936420441,
0.04199129343032837,
0.029154257848858833,
0.00671280175447464,
0.04732325300574303,
-0.0002834262268152088,
-0.0009404630400240421,
0.025384871289134026,
0.015989040955901146,
0.03179600462317467,
0.040... | ||
of other typical leadership intervention studies. We aim to systematically develop and integrate a set of actionable, evidence-based, and theory-driven motivation interventions into managers’ daily toolboxes, promoting individual and organizational advancement. This empirical research yields several benefits. First, we... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.656 | 0.828 | ["leadership", "management", "motivation", "salary"] | 483 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.650579 | [
0.017009295523166656,
0.05566512048244476,
0.039829231798648834,
0.014010731130838394,
0.054514601826667786,
0.04924396052956581,
-0.04695838689804077,
0.007910069078207016,
-0.03953171893954277,
0.02184135839343071,
-0.007785989437252283,
0.060392532497644424,
0.005202177446335554,
0.0948... | ||
tivation in both managers and their subordinates. Our primary research hypothesis is that theory-based interventions can trigger a change in motivation and motivational consequences at work through purposeful alterations (i.e., providing needs-supportive feedback in study one, supporting or thwarting basic psychologica... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.514 | 0.844 | ["motivation", "education", "management", "war_conflict"] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.650719 | [
0.007205561734735966,
0.02581227570772171,
0.06975303590297699,
0.02057632990181446,
0.0694906935095787,
0.05650588870048523,
0.0477149672806263,
0.07352875173091888,
0.004770356230437756,
-0.02156800404191017,
-0.0374087356030941,
0.026674125343561172,
-0.025023972615599632,
0.08157622069... | ||
e the dynamics of different types of short-term (i.e., hours, days, and months) motivational changes and their cognitive, attitude, and behavioral consequences across a variety of conceptual levels ( Vallerand, 1997 ). Finally, we adopt both field and online experiment research designs in this research to imply and max... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.621 | 0.846 | ["motivation"] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.650856 | [
-0.01885339245200157,
0.035738155245780945,
0.046544138342142105,
-0.0066277445293962955,
0.0798601433634758,
0.013497747480869293,
0.00502190412953496,
0.0278390571475029,
0.018444020301103592,
0.007236745208501816,
-0.0657128393650055,
0.03589203208684921,
-0.031249351799488068,
0.043886... | ||
hange employees’ work motivation and needs-supportive/thwarting behavior by increasing satisfaction and minimizing the frustration of employees’ basic psychological needs for autonomy, relatedness, and competence within the work context. With both studies one and two focusing on understanding the short-term change in m... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.646 | 0.822 | ["management", "motivation", "war_conflict"] | 486 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.650991 | [
0.005104258190840483,
0.029836831614375114,
0.026157189160585403,
0.04201396554708481,
0.005276895593851805,
-0.0505179725587368,
0.03452806547284126,
0.0023829767014831305,
-0.026836590841412544,
-0.05337068811058998,
0.011414604261517525,
0.007936877198517323,
-0.02501692809164524,
0.006... | ||
ogram), we conducted two independent experiments. The first study was a field study that assessed the effectiveness of a one-day training intervention, aiming to improve managers’ autonomous motivation and change employees’ perceptions of their managers’ needs-supportive and thwarting behaviors. The second online study... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.631 | 0.842 | ["education", "management", "motivation", "war_conflict", "agents"] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.651124 | [
-0.004910180810838938,
0.026658955961465836,
0.024769103154540062,
0.04807151108980179,
0.0860501229763031,
-0.02009885199368,
0.034032706171274185,
0.023979831486940384,
-0.048887427896261215,
-0.050092317163944244,
-0.003117636078968644,
0.024997694417834282,
-0.02295750193297863,
0.0320... | ||
vation, vitality, and general efficacy when participants were instructed to play online cognitive word games for a short period. Study One A one-day training workshop using the SDT framework was planned, which includes multiple training modules explaining the conceptualization of motivation and basic psychological need... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.572 | 0.82 | ["motivation", "education"] | 432 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.651273 | [
0.035748280584812164,
-0.02181129716336727,
-0.005160012748092413,
-0.0781288743019104,
0.0021907929331064224,
0.06784730404615402,
0.09818293154239655,
0.08314238488674164,
-0.01607055403292179,
-0.006815992761403322,
-0.004195176064968109,
0.0105344969779253,
-0.022159824147820473,
0.009... | ||
ct supportively across different work situations. This field study was conducted in a small Canadian government agent upon a training invitation. Due to the small size of the managerial training sections and schedule limitations, no control groups were established. Instead, using a pre- and post-experimental design, we... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.39 | 0.684 | ["education", "management", "governance"] | 453 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.651505 | [
0.015515060164034367,
0.010095207020640373,
0.036613911390304565,
0.0340447798371315,
-0.07232743501663208,
0.018236802890896797,
-0.028845762833952904,
-0.03134696185588837,
-0.05988321453332901,
0.0412660576403141,
0.005365482531487942,
0.048281487077474594,
-0.019921844825148582,
0.0346... | ||
n for this field study. 2. Study One—Methods 2.1. Study One—Participants Participants were 22 managers ( n = 22; 75% male; 80% with bachelor’s degrees and up; mean age = 47 yrs., and SD = 6.4 yrs.) in a small government agency. In addition, two groups of 11 managers were provided with a one-day workshop at different ti... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.395 | 0.71 | ["education", "management", "governance"] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.651661 | [
0.043932925909757614,
0.00584696140140295,
0.004823450930416584,
0.13443899154663086,
-0.007031699642539024,
-0.02490529604256153,
0.019527016207575798,
-0.008753175847232342,
-0.10840808600187302,
0.02022659033536911,
0.0027660990599542856,
-0.04325452074408531,
-0.01694624125957489,
0.02... | ||
management competence in managers with supervisory responsibilities, such as how to properly speak and listen to employees, how to stimulate employee cooperation, how to promote employee involvement, how to make your employees feel valued, and how to encourage employees to modify behavior using proper feedback. The des... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.443 | 0.694 | ["management", "philosophy"] | 511 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.651801 | [
0.017415808513760567,
0.05405699461698532,
-0.02754782699048519,
0.042932722717523575,
-0.022428065538406372,
0.03264865279197693,
0.017354624345898628,
-0.015136889182031155,
-0.02461514249444008,
0.024201825261116028,
-0.04429526627063751,
0.034292563796043396,
-0.019786857068538666,
0.0... | ||
ng well-being and performance in sports psychology ( Lemelin et al., 2022 ). The underlying assumptions of this training workshop lie in raising the managers’ self-awareness by changing his/her feedback-providing styles to become more needs-supportive and avoid being needs-thwarting toward their subordinates in control... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.592 | 0.84 | ["war_conflict", "management", "philosophy"] | 511 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.651946 | [
0.031087026000022888,
0.07213148474693298,
0.009958986192941666,
0.08159226179122925,
0.012311150319874287,
0.04646560922265053,
0.05642642825841904,
-0.016716862097382545,
0.00030340743251144886,
0.011784735135734081,
-0.05220477283000946,
0.022501902654767036,
-0.01128374319523573,
-0.01... | ||
nates at two different times (T1 and T2); one was two weeks before the training workshop date, and the other was six weeks after the training workshop. A total of 87 subordinates (81.6% male; mean age = 39 yrs., and SD = 10 yrs.) were invited to fill out surveys about their direct managers before (T1) and after (T2) th... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.395 | 0.73 | ["management", "education"] | 502 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.652095 | [
-0.02158593200147152,
0.004204785451292992,
0.06279346346855164,
0.0607532262802124,
-0.012529254890978336,
0.0682244598865509,
-0.03849555924534798,
-0.023423492908477783,
-0.0738971084356308,
0.00497515220195055,
0.024244926869869232,
-0.035273194313049316,
-0.039607804268598557,
0.01821... | ||
ey questionnaires. 2.3. Study One—Measures 2.3.1. Motivation at Work The motivation at work scale (MAWS; Gagné et al., 2015 ) was used by both managers (T1 Cronbach’s α = 0.70; T2 Cronbach’s α = 0.71) and employees (T1 Cronbach’s α = 0.75; T2 Cronbach’s α = 0.76). Participants were asked to use a Likert scale from 1 to... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.616 | 0.736 | ["motivation", "philosophy", "management", "education"] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.652266 | [
0.005901139695197344,
0.06484600901603699,
-0.05264559015631676,
0.03597674146294594,
0.06067930534482002,
0.05398530885577202,
0.06910445541143417,
0.05569141358137131,
-0.02628720924258232,
0.006769208237528801,
-0.0008287575910799205,
-0.07467901706695557,
-0.04671112820506096,
0.043836... | ||
tion “why are you putting efforts in your work.” The MAWS has 19 items in total. Three items capture intrinsic motivation (i.e., “Because the work I do is interesting”), and three items capture identified regulation (i.e., “Because putting efforts in this job aligns with my personal values”). Six items measured extrins... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.603 | 0.702 | ["motivation", "ethics", "career", "family"] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.652399 | [
-0.02135980874300003,
0.022960254922509193,
-0.02587026357650757,
0.029857110232114792,
0.10433308780193329,
0.023367563262581825,
0.12647274136543274,
0.013074887916445732,
-0.03252444416284561,
0.0026919315569102764,
0.033033180981874466,
-0.06216274946928024,
-0.03368652984499931,
0.028... | ||
regulation (i.e., “Because otherwise, I will feel bad about myself.”), and four items measured amotivation (i.e., “I don’t know why I’m doing this job, it’s pointless to work.”). We summed the intrinsic motivation and identified the regulations to count for autonomous motivation. At the same time, the extrinsic and int... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.444 | 0.68 | ["motivation", "career", "agents"] | 427 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.652532 | [
0.01768389530479908,
-0.01365501619875431,
-0.01789930649101734,
0.03825019672513008,
0.12183041870594025,
0.020739248022437096,
0.10737771540880203,
0.07512982189655304,
0.012698412872850895,
0.0017078721430152655,
0.012630477547645569,
-0.0488358810544014,
0.02589992806315422,
0.02336189... | ||
ted for accordingly ( Ryan & Deci, 2017 ). 2.3.2. Basic Psychological Needs Satisfaction/Frustration The work-related basic psychological needs satisfaction scale (WBPNS; Van den Broeck et al., 2010 ) was used by managers (T1 Cronbach’s α = 0.82; T2 Cronbach’s α = 0.81) and employees (T1 Cronbach’s α = 0.85; T2 Cronbac... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.588 | 0.69 | ["management"] | 452 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.652666 | [
0.01646650768816471,
0.012351577170193195,
-0.027209023013710976,
0.02484429068863392,
-0.0063620214350521564,
-0.006124861538410187,
0.05129053443670273,
0.05403492972254753,
-0.034848447889089584,
-0.03602536395192146,
-0.018033497035503387,
-0.03495606407523155,
-0.03197193518280983,
0.... | ||
needs for autonomy, relatedness, and competence. Participants were asked to use a Likert scale from 1 to 7 (1 corresponds to strongly disagree and 7 corresponds to strongly agree) to evaluate workplace statements. The WBPNS has a total of 12 items. There are four items for each subscale, capturing satisfaction of basic... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.568 | 0.716 | ["decision_making", "career"] | 506 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.652811 | [
0.04607681185007095,
0.024034805595874786,
-0.03697023540735245,
0.03189791366457939,
-0.01837913505733013,
0.024467138573527336,
0.02883615903556347,
0.03905024752020836,
-0.026576094329357147,
-0.06394615024328232,
0.00536203570663929,
-0.04833728075027466,
0.0005160251166671515,
0.04775... | ||
competence (e.g., “I feel competent at my job”). The basic psychological needs frustration was measured using the scale developed by Bartholomew and colleagues ( Bartholomew et al., 2011 ). Both managers (T1 Cronbach’s α = 0.77; T2 Cronbach’s α = 0.73) and employees (T1 Cronbach’s α = 0.85; T2 Cronbach’s α = 0.86) repe... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.413 | 0.718 | ["management", "career"] | 509 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.652947 | [
0.052385348826646805,
0.04484766721725464,
-0.06788347661495209,
0.05815146863460541,
-0.0037887142971158028,
0.010868125595152378,
0.029562531039118767,
0.07104229182004929,
-0.03660677745938301,
-0.05293092504143715,
0.0010812538675963879,
-0.08351385593414307,
-0.003560128388926387,
0.0... | ||
strongly agree) to assess statements about work. This scale has a total of 18 items. There are six items for each subscale, capturing frustration of basic psychological needs for autonomy (i.e., “I feel under pressure to agree with the workload I am provided.”), relatedness (i.e., “… I do not really mix with other peop... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.56 | 0.69 | ["career"] | 414 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.653087 | [
0.03520064800977707,
0.01729947328567505,
-0.03376036509871483,
0.04304681345820427,
-0.002970272907987237,
-0.0341787189245224,
0.08631023019552231,
0.029915818944573402,
-0.01578793302178383,
-0.05546749010682106,
0.015425044111907482,
-0.1004800796508789,
-0.04470842704176903,
0.0001376... | ||
er I am able to execute my job properly”). 2.3.3. Perceived Needs Support/Thwart Behavior The perceived needs support and thwarting scale ( Moreau & Mageau, 2012 ) was used for managers (T1 Cronbach’s α = 0.82; T2 Cronbach’s α = 0.81) to self-assess and for employees (T1 Cronbach’s α = 0.82; T2 Cronbach’s α = 0.81) to ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.407 | 0.718 | ["war_conflict", "management", "career"] | 511 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.653224 | [
-0.002051936462521553,
0.05094679072499275,
-0.05973857268691063,
0.028295369818806648,
0.03825705870985985,
0.02469336986541748,
0.03322095051407814,
0.03633842617273331,
-0.06705203652381897,
-0.022103887051343918,
0.02895764820277691,
-0.054553523659706116,
0.026355816051363945,
0.03905... | ||
1 to 7 (1 corresponds to strongly disagree, while 7 corresponds to strongly agree) to assess statements describing managerial behaviors for themselves or direct supervisors. The perceived needs support and thwarting scale has a total of 21 items. A total of nine items capture needs-supportive behavior such as offering ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.479 | 0.834 | ["war_conflict", "management", "decision_making", "philosophy"] | 445 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.653352 | [
-0.021604571491479874,
0.00773607287555933,
0.003950134385377169,
0.025908343493938446,
0.05767705664038658,
0.0027542151510715485,
0.09330692142248154,
0.011787399649620056,
-0.06604370474815369,
-0.01614546589553356,
-0.003827011911198497,
-0.07952054589986801,
0.012047034688293934,
0.05... | ||
of, accepting, and recognizing others’ feelings. Sample items for perceived needs-supportive behavior are “my supervisor gives me many opportunities to make decisions in my work,” and “my supervisor takes the time to listen to my opinion and point of view when I disagree with him/her.” There are 12 items capturing need... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.425 | 0.832 | ["war_conflict", "decision_making"] | 440 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.653495 | [
-0.06025875359773636,
0.058154474943876266,
-0.00012125395005568862,
0.0005503223510459065,
0.11737646162509918,
0.003740263869985938,
0.12269112467765808,
-0.003701892215758562,
-0.024577507749199867,
-0.03411589935421944,
-0.026966437697410583,
-0.07022075355052948,
-0.016881292685866356,
... | ||
ng others by offering rewards, and giving orders. Sample items for perceived needs-thwarting behavior are “at times, my supervisor threatens to take away various privileges in order to pressure me into doing things differently,” and “my supervisor does not take the time to ask me to do something; he/she orders me to do... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.428 | 0.848 | ["education", "war_conflict"] | 490 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.653616 | [
-0.05416752025485039,
0.07665969431400299,
-0.004827756900340319,
0.0647314265370369,
0.06763030588626862,
-0.023755760863423347,
0.0747293159365654,
-0.033689435571432114,
-0.04923497140407562,
0.019905194640159607,
0.02149754762649536,
0.03328278660774231,
-0.033706143498420715,
0.063730... | ||
y occur at different times in various situations. Therefore, we followed the traditional Kirkpatrick’s training program evaluation model ( Kirkpatrick & Kirkpatrick, 2006 ) and assessed the immediate satisfaction of the training program via short questionnaires collected from the managers who completed the training on-... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.476 | 0.844 | ["management"] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.653745 | [
0.0090540936216712,
-0.014416329562664032,
-0.02231692150235176,
0.028061160817742348,
-0.019157595932483673,
0.025227071717381477,
0.04689940810203552,
0.02930804342031479,
-0.03897181153297424,
-0.061873383820056915,
0.035636913031339645,
0.04472855478525162,
0.037917450070381165,
0.0528... | ||
very method were received right after the workshops were delivered. On the other hand, field training research involving managers and their subordinates ensures the relevance and validity of the potential research results. Both subordinate ratings and managers’ self-reports on their needs satisfaction/frustration and m... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.46 | 0.844 | ["management", "motivation"] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.653878 | [
-0.043187886476516724,
0.053736407309770584,
-0.047574106603860855,
0.05910414829850197,
-0.02961033396422863,
0.01961643062531948,
-0.024909988045692444,
0.05839473381638527,
-0.0352945551276207,
-0.04191165417432785,
-0.052793923765420914,
-0.007693719584494829,
0.011047190986573696,
-0.... | ||
ness of the training program, such as attitude improvement and behavior changes, we then conducted a series of mean comparative statistical analyses on repeated measurements (T1 vs. T2) to see how the learned concepts and skills could transform managerial behavior at work six weeks after the training workshop took plac... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.488 | 0.856 | ["management", "education", "philosophy"] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.654017 | [
-0.006351589225232601,
0.0018342911498621106,
0.012263502925634384,
0.06551861763000488,
-0.048828620463609695,
0.02531755529344082,
-0.0022651520557701588,
-0.02234724722802639,
-0.02630724385380745,
-0.015697715803980827,
0.03260372579097748,
0.06179787591099739,
-0.012536131776869297,
0... | ||
ables for managers and their direct subordinates for both T1 and T2. Table 1. Means, standard deviations, and correlations for the self-report variables (T1 and T2) in the field for study one. Managers T1 Mean T1 S.D. 1 2 3 4 5 6 7 8 9 10 T2 Mean T2 S.D. 1. Autonomous motivation 5.74 0.75 - −0.12 0.73 ** 0.16 0.52 0.40... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.454 | 0.726 | ["management", "motivation", "agents", "education"] | 457 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.654166 | [
0.06272923946380615,
-0.026244156062602997,
-0.046005260199308395,
0.08088696002960205,
-0.008974403142929077,
0.022437894716858864,
-0.029649971053004265,
0.07968296110630035,
0.0027932964731007814,
0.03914418816566467,
0.00972074642777443,
-0.012111431919038296,
0.029502710327506065,
0.0... | ||
33 −0.11 0.35 −0.05 0.21 −0.44 −0.42 2.60 0.72 3. Needs-supportive behavior 5.75 0.54 0.53 ** −0.37 * - −0.15 0.30 0.24 −0.03 −0.18 0.03 −0.10 5.79 0.58 4. Needs-thwarting behavior 1.36 0.62 −0.29 0.52 ** −0.38 * - 0.57 0.04 −0.15 0.16 −0.18 −0.21 1.07 0.16 5. Autonomy needs satisfaction 5.57 0.85 0.24 −0.33 0.14 −0.44... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.573 | 0.726 | ["war_conflict"] | 475 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.654297 | [
0.033538755029439926,
-0.054914191365242004,
-0.0625462532043457,
0.02227114513516426,
-0.05097928270697594,
-0.0334368459880352,
0.011982858180999756,
0.015195324085652828,
-0.015610018745064735,
0.02095683291554451,
0.08021480590105057,
-0.026862967759370804,
0.023877505213022232,
0.0054... | ||
18 0.46 * - 0.05 −0.17 0.06 −0.75 ** 5.92 0.85 7. Competence needs satisfaction 6.13 0.51 0.50 ** −0.52 ** 0.24 −0.27 0.48 ** 0.11 - −0.12 0.05 0.05 6.19 0.63 8. Autonomy needs frustration 3.18 1.13 0.03 0.25 0.32 0.17 −0.63 ** −0.15 −0.31 - −0.17 0.51 2.81 1.19 9. Relatedness needs frustration 1.70 0.70 −0.06 0.06 −0.... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.568 | 0.744 | [] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.654411 | [
0.06811990588903427,
-0.04923974350094795,
-0.05185263603925705,
0.037479694932699203,
-0.067223459482193,
-0.0380871407687664,
-0.009539821185171604,
0.054190319031476974,
-0.06765014678239822,
-0.0038903236854821444,
0.05756916105747223,
-0.078201524913311,
0.005430303514003754,
0.024737... | ||
0.27 0.54 ** 0.75 ** - 1.38 0.58 Direct Subordinates 1. Autonomous motivation 5.54 0.84 - −0.05 0.32 * −0.22 0.23 0.18 0.42 ** −0.14 −0.17 −0.17 5.56 0.77 2. Controlled motivation 2.43 0.93 −0.14 - −0.23 0.21 −0.26 −0.14 −0.04 0.33 * 0.05 0.27 * 2.32 1.01 3. Needs-supportive behavior 5.55 0.96 0.31 ** −0.26 ** - −0.66 ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.597 | 0.748 | ["motivation", "agents", "war_conflict"] | 505 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.654541 | [
0.010555323213338852,
-0.017961272969841957,
-0.057913489639759064,
0.08211515843868256,
-0.024583725258708,
0.002957937540486455,
-0.024475764483213425,
0.05240832269191742,
-0.04848776385188103,
0.02598339319229126,
0.02333102375268936,
-0.04321449622511864,
0.018568746745586395,
0.04609... | ||
.21 −0.35 ** 0.45 ** 0.42 ** 0.58 ** 1.41 0.78 5. Autonomy needs satisfaction 5.40 0.95 0.32 ** −0.32 ** 0.41 ** −0.32 ** - 0.58 ** 0.43 ** −0.79 ** −0.60 ** −0.78 ** 5.63 0.91 6. Relatedness needs satisfaction 5.97 0.69 0.31 ** −0.11 0.27 ** −0.16 0.49 ** - 0.28 * −0.47 ** −0.68 ** −0.58 ** 5.72 1.03 7. Competence nee... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.564 | 0.628 | [] | 429 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.654672 | [
0.059864576905965805,
-0.04982060194015503,
-0.05999644845724106,
0.036241646856069565,
-0.09007644653320312,
-0.033976443111896515,
-0.012327263131737709,
0.030479684472084045,
-0.048922132700681686,
0.007933225482702255,
0.05386001616716385,
-0.07631081342697144,
0.007218421436846256,
0.... | ||
2 ** 0.31 ** - −0.29 * −0.16 −0.29 * 5.76 0.77 8. Autonomy needs frustration 3.00 1.30 −0.19 * 0.32 ** −0.42 ** 0.29 ** −0.75 ** −0.36 ** −0.18 * - 0.54 ** 0.82 ** 2.41 1.30 9. Relatedness needs frustration 1.97 1.08 −0.24 ** 0.15 −0.28 ** 0.33 ** −0.54 ** −0.60 ** −0.25 ** 0.43 ** - 0.76 ** 1.84 1.22 10. Competence ne... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.584 | 0.672 | ["management"] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.654823 | [
0.05118609219789505,
-0.03536473959684372,
-0.059126563370227814,
0.0365142896771431,
-0.06841959804296494,
-0.028792409226298332,
-0.0041272081434726715,
0.07948530465364456,
-0.05516704544425011,
-0.008017275482416153,
0.045671116560697556,
-0.07209762930870056,
0.03433439880609512,
0.03... | ||
n = 22 for T1 and T2; subordinates n ’ = 61 for T1 and T2; S.D. = standard deviation; autonomous motivation includes both intrinsic motivation and identified regulation; controlled motivation includes extrinsic regulation and introjected regulation; * p < 0.05; and ** p < 0.001. Then, a series of univariate repeated AN... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.633 | 0.852 | ["motivation", "management", "agents", "war_conflict"] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.654953 | [
0.03607463464140892,
-0.003884252393618226,
0.036012277007102966,
0.08117783814668655,
0.033663105219602585,
0.004695074632763863,
0.024783993139863014,
0.022845398634672165,
0.007412770763039589,
0.00694905873388052,
0.0044336155988276005,
-0.031007632613182068,
-0.03784368559718132,
0.03... | ||
on/frustration, and needs-supportive/thwarting behavior; (2) employees’ assessment of their work motivation, needs satisfaction/frustration, and managers’ needs-supportive/thwarting behavior changed. Compared to baseline measures, managers self-reported a marginally lower level of need-thwarting behavior (F [1,43] = 3.... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.618 | 0.698 | ["war_conflict", "management", "motivation"] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.655077 | [
0.006834720261394978,
0.03436877951025963,
0.03415359929203987,
0.05562271550297737,
-0.01753442920744419,
-0.007895365357398987,
0.05126823112368584,
0.0038023977540433407,
-0.014400031417608261,
-0.008274327963590622,
-0.014278394170105457,
-0.0761248990893364,
0.012564141303300858,
0.02... | ||
ignificantly higher level of needs satisfaction (F [1,43] = 7.46, p = 0.01, and ŋ 2 = 0.23) after the training intervention. At the same time, their direct subordinates also reported a significantly higher level of needs satisfaction (F [1,121] = 28.2, p = 0.00, and ŋ 2 = 0.19) and a lower level of needs frustration (F... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.577 | 0.742 | ["management", "war_conflict"] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.655207 | [
0.04717085883021355,
0.036721277981996536,
0.04555266350507736,
0.08432327955961227,
-0.04157920926809311,
0.022695548832416534,
0.01377942506223917,
0.034560009837150574,
-0.05738407373428345,
-0.02739315666258335,
0.01928887516260147,
-0.06922770291566849,
0.016784703359007835,
0.0283904... | ||
and ŋ 2 = 0.09) six weeks after supervisors went through the training intervention. The size of this training effect was around a small to moderate level. Table 2. Univariate ANOVA test results (managers and subordinates’ self-report results across T1 and T2) in field study one. Dependent Variables Mean Square DF F p L... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.403 | 0.714 | ["management", "motivation", "agents", "education"] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.655345 | [
0.04475982487201691,
0.030499493703246117,
0.034546319395303726,
0.09308520704507828,
-0.015233227051794529,
0.006916214246302843,
-0.03450048342347145,
0.02877846360206604,
-0.03909875079989433,
-0.008635611273348331,
0.013965589925646782,
-0.020554402843117714,
-0.017670176923274994,
0.0... | ||
.090 Error 1.224 43 Needs-supportive behavior Contrast 0.053 1 0.182 0.673 0.007 Error 0.292 43 Needs-thwarting behavior Contrast 0.978 1 3.203 0.086 0.114 Error 0.305 43 Basic psychological needs satisfaction Contrast 4.748 1 23.495 0.000 0.484 Error 0.202 43 Basic psychological needs frustration Contrast 0.521 1 7.46... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.57 | 0.702 | ["motivation", "agents", "war_conflict"] | 511 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.655486 | [
0.11161249130964279,
0.011135811917483807,
-0.008743999525904655,
0.022453421726822853,
0.005388224497437477,
-0.001328403945080936,
-0.02868611365556717,
0.07035520672798157,
-0.0449737012386322,
-0.005875883623957634,
-0.011258539743721485,
-0.05744633823633194,
0.03639478236436844,
0.02... | ||
Contrast 0.233 1 0.279 0.60 0.002 Error 0.835 121 Managers’ needs satisfaction behavior Contrast 0.997 1 1.225 0.27 0.01 Error 0.814 121 Managers’ needs-thwarting behavior Contrast 2.549 1 5.088 0.03 0.09 Error 0.501 121 Autonomous needs satisfaction Contrast 6.58 1 8.329 0.005 0.06 Error 0.79 121 Relatedness needs sat... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.563 | 0.702 | ["management", "agents", "war_conflict"] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.655622 | [
0.08807980269193649,
0.01756138540804386,
-0.022718559950590134,
0.0424385629594326,
-0.004289472941309214,
-0.02357025071978569,
0.00012982096814084798,
0.04390864819288254,
-0.02831120602786541,
-0.012087928131222725,
0.020255574956536293,
-0.05444310978055,
0.028032682836055756,
0.02164... | ||
Basic psychological needs satisfaction Contrast 3.466 1 28.22 0.000 0.189 Error 0.123 121 Autonomous needs frustration Contrast 28.971 1 19.619 0.000 0.131 Error 1.477 121 Relatedness needs frustration Contrast 1.532 1 2.267 0.135 0.017 Error 0.0676 121 Competence needs frustration Contrast 3.468 1 3.346 0.07 0.025 Err... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.536 | 0.706 | ["agents"] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.655754 | [
0.11315027624368668,
-0.007252728566527367,
-0.02932550385594368,
-0.0010507205734029412,
0.012213170528411865,
-0.007458227686583996,
-0.025703517720103264,
0.09123510122299194,
-0.0585901141166687,
-0.022682037204504013,
-0.0034738730173557997,
-0.05643077567219734,
0.021784847602248192,
... | ||
on the linearly independent pairwise comparisons among the estimated marginal means. Study Two The hierarchical model of self-determined motivation (“H-SDT”; Vallerand, 1997 ) illustrates that self-determined motivation can act at three reciprocally related conceptual levels: the global (i.e., motivational traits such ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.525 | 0.678 | ["motivation", "education", "philosophy"] | 467 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.655883 | [
0.10078361630439758,
-0.044458549469709396,
0.011113476008176804,
0.012994020245969296,
0.05073253810405731,
0.04363909363746643,
0.017111532390117645,
0.08277751505374908,
0.057253722101449966,
0.006044037640094757,
-0.010197794996201992,
-0.010065988637506962,
0.003582053119316697,
0.062... | ||
., while performing a specific activity or task). The H-SDT model supplements the basic tenets of SDT ( Ryan & Deci, 2017 ), which primarily focuses on general and domain motivation, suggesting that situational motivation may fluctuate as people (e.g., employees) engage in different activities across various life domai... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.496 | 0.858 | ["motivation", "education", "philosophy"] | 511 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.656018 | [
0.027134714648127556,
-0.023581944406032562,
0.03314211592078209,
-0.028470799326896667,
0.1307917684316635,
0.0192920733243227,
0.049127161502838135,
0.08363284915685654,
0.033779460936784744,
-0.0624859444797039,
0.019650856032967567,
0.009798378683626652,
-0.02485019899904728,
0.0385812... | ||
motivation change at the situational level within a short temporal span (i.e., less than one hour). Accumulated research investigating the perceived satisfaction and thwarting of basic psychological needs by significant others (e.g., life partners, coaches, teachers, and supervisors) suggests that satisfaction or frust... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.61 | 0.666 | ["motivation", "war_conflict"] | 411 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.656154 | [
-0.0013174457708373666,
0.08531931787729263,
0.029742203652858734,
0.04419073089957237,
0.0574098639190197,
-0.0136674540117383,
0.027011796832084656,
0.0408703051507473,
0.006327828858047724,
-0.028616901487112045,
-0.04429563134908676,
0.002488404046744108,
-0.005496310070157051,
0.00637... | ||
or ill-being, respectively ( Deci & Ryan, 2008 ). While evidence shows that people’s well-being levels decrease with lower levels of needs satisfaction, it is also likely that active disturbances, such as specific actions/interactions that thwart psychological needs, are detrimental to people’s growth and adaptation in... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.617 | 0.854 | ["war_conflict"] | 511 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.656242 | [
-0.003974650986492634,
0.010175979696214199,
0.03965533897280693,
0.06795819103717804,
0.02864288166165352,
0.008574571460485458,
0.04868823662400246,
0.06701327860355377,
-0.00542641943320632,
-0.04920053854584694,
0.01974594034254551,
0.02986285090446472,
0.015108725987374783,
-0.0766278... | ||
hat perceived organizational and personal support impacted employees’ well-being and ill-being through their satisfaction and frustration with basic psychological needs resulting from work tasks via two distinct paths (see Figure 2 for the dual-path model). Moreover, empirical evidence supported the satisfaction of all... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.599 | 0.83 | ["education"] | 511 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.656327 | [
0.032699987292289734,
-0.004173492547124624,
0.02419675514101982,
0.00037432697718031704,
0.05512624606490135,
0.0060154045931994915,
0.052804287523031235,
0.02717812918126583,
-0.02386784553527832,
-0.024867339059710503,
0.04874470829963684,
-0.0031285143923014402,
-0.0023629532661288977,
... | ||
across multiple life domains (i.e., education and sports; Sheldon & Filak, 2008 ). However, limited experimental studies examine the changes in momentary needs satisfaction and frustration caused by experimental manipulations of situational work motivation and employees’ well-being simultaneously ( Ryan, 2023 ). Figure... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.418 | 0.858 | ["education", "motivation"] | 505 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.656441 | [
0.03318266570568085,
-0.024005349725484848,
-0.009925112128257751,
-0.010540618561208248,
0.05324479565024376,
0.0033520180732011795,
0.031274352222681046,
0.06900180876255035,
0.010966135188937187,
-0.03599744290113449,
-0.004941205959767103,
0.04408097267150879,
-0.02545938827097416,
0.0... | ||
allerand, 1997 ) and the dual-path framework ( B. Chen et al., 2015 ; Ryan & Deci, 2017 ) under the SDT framework, specifically looking at the dual-path changes in situational motivation and employees’ subjective vitality and perceived general efficacy during a relatively short temporal duration, such as 20–30 min, in ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.478 | 0.844 | ["motivation"] | 496 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.656536 | [
0.019170399755239487,
-0.03590477630496025,
0.006724751554429531,
-0.004493762739002705,
0.06879258155822754,
-0.01235760934650898,
0.011811795644462109,
0.12564516067504883,
0.009383034892380238,
-0.06613416224718094,
0.004433019086718559,
0.02993636578321457,
-0.025912636891007423,
0.016... | ||
dness) through two independent paths (support vs. thwart) in a factorial design (see Figure 2 for the research model of the online study). 4. Study Two—Methods 4.1. Study Two—Participants Participants were 374 (162 in three needs support conditions; 161 in three needs-thwarting conditions; and 49 in control conditions;... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.384 | 0.714 | ["education", "war_conflict"] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.656646 | [
0.003055630251765251,
-0.0046551888808608055,
-0.056218720972537994,
0.03278638422489166,
0.014765981584787369,
0.023303240537643433,
-0.03635963797569275,
0.048511624336242676,
-0.012085294350981712,
-0.023940106853842735,
-0.0068021295592188835,
0.04095686227083206,
-0.01335989311337471,
... | ||
rs.) recruited from Amazon MTurk with a small paid fee (USD 1 for approximately 20–30 min working on word games as well as filling out short survey questionnaires). 4.2. Study Two—Procedures After obtaining informed consent, participants were asked to complete the online demographic questionnaire, which included questi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.556 | 0.84 | ["education", "motivation", "philosophy"] | 494 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.656747 | [
0.03024526871740818,
0.06686238199472427,
-0.011269337497651577,
0.023941896855831146,
0.00730266235768795,
0.03967374563217163,
0.02619303949177265,
0.09602674096822739,
0.0021373305935412645,
0.06710167229175568,
-0.024232152849435806,
-0.06627842783927917,
0.05143643543124199,
-0.047234... | ||
and general self-efficacy was also obtained (T1). Participants were then randomly assigned to one of the six experimental and control conditions to play two rounds of simple online word games; the first was to search for words related to workplace safety, and the second was to search for words related to healthy eating... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.537 | 0.834 | [] | 415 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.656830 | [
0.08379863202571869,
0.001990827964618802,
-0.020213056355714798,
-0.0025766524486243725,
-0.016324488446116447,
0.04857223108410835,
0.10556793957948685,
0.06326481699943542,
-0.04699376970529556,
0.022648366168141365,
0.032265327870845795,
0.03328641131520271,
0.05187862366437912,
-0.023... | ||
ntal and control conditions and word game tasks). Each word game allowed participants three minutes of performance time, with a clock timer displayed on the online survey web page. In the end, participants were also asked to report on their situational motivation and subjective well/ill-being once again (T2) after they... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.529 | 0.854 | ["motivation", "education", "philosophy"] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.656926 | [
-0.017383554950356483,
0.025661488994956017,
0.003192806150764227,
0.0060227299109101295,
-0.02660762146115303,
0.05796736478805542,
0.07540395855903625,
0.040777310729026794,
0.013711717911064625,
0.01656472124159336,
-0.034837476909160614,
-0.0022553002927452326,
0.0352875180542469,
-0.0... | ||
ine word search games: “You are chosen to do a few quick cognitive exercises to be selected for the next managerial training program (the required employees’ developmental program for the candidates to be promoted to supervising/managerial positions) in your organization. It is a simple task that requires both accuracy... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.443 | 0.848 | ["management", "interview"] | 512 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.657025 | [
0.05131082236766815,
0.029679134488105774,
0.008625736460089684,
-0.025746231898665428,
-0.05855613946914673,
-0.0009532443364150822,
0.06963349133729935,
0.02765614725649357,
-0.07422486692667007,
0.05712364614009857,
0.06058589741587639,
-0.00035837426548823714,
0.01959536224603653,
0.07... | ||
f autonomy, competence, and relatedness were based on the fundamental conceptualizations and typical procedures of past SDT research ( Deci et al., 1994 ; Reeve et al., 2004 ; and Sheldon & Filak, 2008 ); at the same time, the thwarting conditions of basic psychological needs of autonomy, competence, and relatedness we... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.541 | 0.856 | ["war_conflict", "family"] | 471 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.657136 | [
0.03458893299102783,
-0.029719103127717972,
-0.07552000135183334,
-0.008103915490210056,
0.039336197078228,
0.00366032961755991,
0.01550245936959982,
0.11364481598138809,
-0.04195642098784447,
-0.009920571930706501,
0.08567770570516586,
0.016341637820005417,
-0.0001594222558196634,
0.06517... | ||
008 ; B. Chen et al., 2015 ; Ryan & Deci, 2017 ). For the detailed list of each experimental condition, please see the Appendix A . With 49 participants in the control condition, there were 162 participants included in the three needs-supportive (50 in autonomy, 58 in relatedness, and 54 in competence need-supportive) ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.517 | 0.848 | ["war_conflict"] | 466 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.657235 | [
0.0671057403087616,
-0.029601557180285454,
-0.05726772919297218,
0.03146950900554657,
-0.00160687486641109,
0.027904829010367393,
0.03205554559826851,
0.030899304896593094,
-0.06180097907781601,
0.051824137568473816,
0.044623855501413345,
-0.06608402729034424,
0.0469433069229126,
0.0074196... | ||
and 52 in competence needs-thwarting) conditions. Similar to many other game activities in past SDT experimental studies, online word games are simple, intrinsically interesting, yet challenging cognitive activities. Therefore, these short online activities are commonly valid and provide a reasonable work scenario to a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC12292508/ | Understand the Changes in Motivation at Work: Empirical Studies Using Self-Determination Theory-Based Interventions - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.464 | 0.812 | ["motivation", "war_conflict", "philosophy"] | 418 | Motivation Employee Engagement Leadership | topic | 2026-04-09T01:45:31.657372 | [
0.023959511891007423,
-0.04881563410162926,
-0.0020708346273750067,
-0.06688883900642395,
0.037878457456827164,
0.04893610626459122,
0.09607626497745514,
0.06191866099834442,
0.010703437961637974,
0.04286569356918335,
-0.04867720603942871,
0.0010498914634808898,
-0.003654398722574115,
0.02... |
Subsets and Splits
No community queries yet
The top public SQL queries from the community will appear here once available.