Abstract Self-determination theory (SDT) maintains that an understanding of human motivation requires a consideration of innate psychological needs for competence, autonomy, and relatedness. We discuss the SDT concept of needs as it relates to previous need theories, emphasizing that needs specify the necessary conditions for psychological growth, integrity, and well-being. This concept of needs leads to the hypotheses that different regulatory processes underlying goal pursuits are differentially associated with effective functioning and well-being and also that different goal contents have different relations to the quality of behavior and mental health, specifically because different regulatory processes and different goal contents are associated with differing degrees of need satisfaction. Social contexts and individual differences that support satisfaction of the basic needs facilitate natural growth processes including intrinsically motivated behavior and integration of extrinsic motivations, whereas those that forestall autonomy, competence, or relatedness are associated with poorer motivation, performance, and well-being. We also discuss the relation of the psychological needs to cultural values, evolutionary processes, and other contemporary motivation theories. Show Journal Information Psychological Inquiry is an international forum for the discussion of theory and meta-theory. The journal strives to publish articles that represent broad, provocative, and debatable theoretical ideas primarily in the areas of social psychology and personality. We discourage submission of purely empirical, applied, or review articles. Each issue typically includes a target article followed by peer commentaries and a response from the target author. Manuscripts for the target articles can be invited or submitted. Manuscripts for the commentaries are always invited. Authors for the commentaries are chosen by the editors with input from the target authors. Publisher Information Building on two centuries' experience, Taylor & Francis has grown rapidlyover the last two decades to become a leading international academic publisher.The Group publishes over 800 journals and over 1,800 new books each year, coveringa wide variety of subject areas and incorporating the journal imprints of Routledge,Carfax, Spon Press, Psychology Press, Martin Dunitz, and Taylor & Francis.Taylor & Francis is fully committed to the publication and dissemination of scholarly information of the highest quality, and today this remains the primary goal. Rights & Usage This item is part of a JSTOR
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journal article Motivating Individuals and Groups at Work: A Social Identity Perspective on Leadership and Group PerformanceThe Academy of Management Review Vol. 29, No. 3 (Jul., 2004) , pp. 459-478 (20 pages) Published By: Academy of Management https://doi.org/10.2307/20159054 https://www.jstor.org/stable/20159054 Read and download Log in through your school or library Alternate access options For independent researchers Read Online Read 100 articles/month free Subscribe to JPASS Unlimited reading + 10 downloads Purchase article $29.00 - Download now and later Abstract We argue that additional understanding of work motivation can be gained by incorporating current insights concerning self-categorization and social identity processes and by examining the way in which these processes influence the motivation and behavior of individuals and groups at work. This theoretical perspective that focuses on the conditions determining different self-definitions allows us to show how individual and group processes interact to determine work motivation. To illustrate the added value of this approach, we develop some specific propositions concerning motivational processes underpinning leadership and group performance. Journal Information The Academy of Management Review, now in its 26th year, is the most cited of management references. AMR ranks as one of the most influential business journals, publishing academically rigorous, conceptual papers that advance the science and practice of management. AMR is a theory development journal for management and organization scholars around the world. AMR publishes novel, insightful and carefully crafted conceptual articles that challenge conventional wisdom concerning all aspects of organizations and their role in society. The journal is open to a variety of perspectives, including those that seek to improve the effectiveness of, as well as those critical of, management and organizations. Each manuscript published in AMR must provide new theoretical insights that can advance our understanding of management and organizations. Most articles include a review of relevant literature as well. AMR is published four times a year with a circulation of 15,000. Publisher Information The Academy of Management (the Academy; AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations. The Academy's central mission is to enhance the profession of management by advancing the scholarship of management and enriching the professional development of its members. The Academy is also committed to shaping the future of management research and education. Founded in 1936, the Academy of Management is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for more than 18290 members from 103 nations. Membership in the Academy is open to all individuals who find value in belonging. Rights & Usage This item is part of a JSTOR Collection. Which best describes the effects of the presence of others on performance?The tendency to perform tasks better or faster in the presence of others is known as social facilitation . Although people sometimes perform better when they are in groups than they do alone, the situation is not that simple.
Why can the mere presence of other people sometimes improve performance?why is it that the mere presence of other people can sometimes improve performance? Being around others increases arousal and this leads people to be more likely to exhibit dominant responses.
Which of the following best defines social loafing?Social loafing refers to the concept that people are prone to exert less effort when working collectively as part of a group compared to performing a task alone.
What is true role ambiguity?Role ambiguity is a source of conflicts, low productivity and disengagement. Also, workers with unclear responsibilities will tend to underperform and to blame their lack of productivity on this apparent confusion.
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What is the tendency for the presence of other people to influence an individuals motivation and performance?
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