Work motivation: the power of autonomy

By Ana Espino | Published on February 25, 2026 | 3 min read

Quality of work life is a central issue in organizational health. Rising rates of burnout, professional disengagement, and turnover reflect increasing fragility in work environments, with direct consequences for productivity, absenteeism, and economic costs. Despite the implementation of managerial interventions aimed at improving employee engagement, the motivational mechanisms underlying sustainable performance and occupational well-being remain insufficiently integrated into organizational practices.  

Self-Determination Theory (SDT) stands as one of the most robust conceptual frameworks for analyzing work motivation. It posits that satisfaction of three fundamental psychological needs—autonomy, competence, and relatedness—determines the quality of motivation. The theory distinguishes autonomous motivation, associated with voluntary endorsement, intrinsic engagement, and optimal functioning, from controlled motivation, which is more closely linked to external pressures and perceived obligations. Although SDT is widely applied in organizational psychology, empirical findings have remained fragmented, and the mediating mechanisms linking organizational support to professional outcomes required comprehensive quantitative synthesis.  

Published in 2024 in the Journal of Personality and Social Psychology, this meta-analysis aimed to integrate the full body of research applying SDT to the workplace. The objective was to test a comprehensive mediational model examining how psychological need support influences professional outcomes through need satisfaction and different forms of motivation. This approach sought to clarify organizational levers capable of simultaneously enhancing performance, engagement, and employees’ psychological health.  

What If performance depends primarily on motivation?

The authors included 192 studies representing a cumulative sample of 93,552 employees. A multilevel meta-analysis of correlations was conducted, followed by a meta-analytic structural equation modeling (MASEM) approach to estimate direct and indirect effects among variables. Results were adjusted for age, sex, methodological quality, and study design.  

Findings show that psychological need support is strongly associated with need satisfaction. Need satisfaction is positively correlated with autonomous motivation and adaptive professional outcomes such as job satisfaction, engagement, and performance. Conversely, it is negatively associated with burnout and turnover.

The structural model confirms significant indirect effects of need support on adaptive outcomes through need satisfaction and autonomous motivation. Indirect effects on detrimental outcomes are negative. Controlled motivation is primarily associated with negative outcomes, particularly burnout.  

Moderation analyses indicate stronger effects in for-profit environments and in countries with higher GDP. Leader proximity strengthens the protective effect on negative outcomes.  

Rethinking Management Through Motivation

Occupational distress has become a major organizational health concern, simultaneously affecting performance, engagement, and team stability. In this context, understanding motivational determinants is essential for designing work environments that are both effective and sustainable.  

This meta-analysis sought to clarify the mechanisms through which support for fundamental psychological needs influences professional outcomes. The results confirm that supporting autonomy, competence, and relatedness operates mainly through need satisfaction and autonomous motivation, fostering engagement, satisfaction, and performance. In contrast, controlled motivation appears more strongly associated with negative outcomes, particularly burnout.  

These findings reinforce the view that the quality of motivation is a central determinant of optimal professional functioning. However, all analyses rely on correlational data, limiting definitive causal conclusions. Observed heterogeneity also suggests the influence of contextual, cultural, and organizational variables that remain insufficiently explored.  

The results support structured organizational interventions centered on psychological need support, particularly through managerial practices that promote empowerment, recognition of competence, and high-quality interpersonal relationships. Longitudinal and experimental research will be necessary to strengthen causal inference and refine implementation strategies across diverse professional contexts.



                      Read next: Burnout: The hidden mechanisms of a very real ailment




About the author – Ana Espino
PhD in Immunology, specialized in Virology  
As a scientific writer, Ana is passionate about bridging the gap between research and real-world impact. With expertise in immunology, virology, oncology, and clinical studies, she makes complex science clear and accessible. Her mission: to accelerate knowledge sharing and empower evidence-based decisions through impactful communication.