There are many theories of motivation—frameworks that seek to explain what makes people become, and remain, motivated. One of the best-known and most accessible is Self-Determination Theory (SDT).
At its core, SDT is about something fundamentally human. It suggests that we all have three basic psychological needs:
- Autonomy – the feeling of having influence, ownership, and the ability to make decisions.
- Competence – the feeling of being capable, developing new skills, and succeeding in your work.
- Relatedness – the feeling of belonging, building meaningful relationships, and being part of something bigger than yourself.
When these needs are fulfilled, motivation, engagement, and well-being tend to increase. When they are not, people are more likely to lose energy, direction, and motivation.
Think about it for a moment: How would you feel if one of these needs—autonomy, competence, or relatedness—was missing? Would you feel as motivated at work as you do today?
The answer is probably quite obvious.
What Does This Look Like in Practice?
Autonomy
Over the course of the year, Anton felt that his work had become increasingly micromanaged. Decisions he had previously been able to make independently now required multiple levels of approval, which gradually reduced both his motivation and his sense of ownership.
During one of their one-to-one meetings, his manager recognized his frustration. Together, they explored which decisions genuinely required oversight and where Anton could instead be given more autonomy and trust.
Even small adjustments made a significant difference. Anton became more engaged, took greater initiative, and rediscovered the enjoyment he had been missing in his work.
Competence
Christine generally enjoyed her job, but she felt that regulations and job requirements were changing faster than she could keep up with. Over time, the uncertainty began to affect both her confidence and her motivation.
The employee survey revealed that several team members shared similar concerns about competence and professional development. This became the starting point for more open team discussions and a more structured approach to learning and development, clearer support, and better opportunities to grow alongside the changes rather than feeling overwhelmed by them.
Relatedness
Reza joined the company during an exceptionally busy period. Everyone’s calendars were full, meetings followed one after another, and there was very little time for social onboarding or relationship building.
Although the onboarding process looked effective on paper, Reza often felt isolated and struggled to find his place within the team.
Once this became apparent, the team made a conscious effort to strengthen inclusion in their everyday work. They introduced regular check-ins, mentoring, and created more opportunities for conversations that extended beyond deadlines and deliverables.
After a few months, Reza truly felt like part of the team, which also made him more confident, motivated, and engaged in his daily work.
Puls+ Is Built on the Principles of Self-Determination Theory
Puls+ provides managers and teams with more than just insights into their current situation. It also gives them practical support to strengthen motivation, engagement, and well-being in their everyday work.
With Puls+, organizations can:
- Identify early warning signs before they become larger issues.
- Foster better dialogue within teams.
- Identify barriers to motivation, engagement, and development.
- Receive practical recommendations and actionable next steps.
- Build lasting improvements through small behavioral changes over time instead of relying on one-off initiatives.
Ultimately, sustainable workplaces are rarely created through a single annual employee survey. They are built through continuous dialogue, shared responsibility, and small improvements made consistently over time.
That is exactly why Self-Determination Theory is so valuable in practice. It reminds us that motivation is rarely about pushing people harder. Instead, it is about creating the right conditions for people to want to contribute, to have the ability to succeed, and to sustain their energy over time.
