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Intrinsic Motivation: The Role in Management Practices

Keremah Helen Erepagamo & Jasmine Okponanabofa Tamunosiki-Amadi, PhD

Abstract

This paper theoretically examines the link between intrinsic motivation and management practices, aiming to provide a human-centered approach to workplace engagement and performance. Drawing on Self-Determination Theory (Deci & Ryan, 1985), Goal Setting Theory (Locke & Latham, 2002), and Job Characteristics Theory (Hackman & Oldham, 1976), the study integrates these complementary frameworks to explore how employees' psychological needs and job design features influence intrinsic motivation. Utilizing a theoretical and conceptual review methodology, the paper synthesizes existing literature, which has largely focused on extrinsic drivers and fragmented motivational constructs, thereby revealing gaps in holistic models connecting theory with practice. As a key contribution, it proposes a conceptual model linking motivation theories with practical strategies such as autonomy-supportive leadership, developmental feedback, inclusive organizational culture, and meaningful work design. The paper concludes by emphasizing the importance of aligning management practices with core motivational principles to enhance intrinsic engagement and create sustainable, adaptive organizational cultures.

Keywords

Intrinsic MotivationSelf-Determination TheoryGoal Setting TheoryJob Characteristics TheoryManagement PracticesEmployee Engagement.

References

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