Employee Motivation in an Organization
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Transcript of Employee Motivation in an Organization
ASSINGMENT- ON
16-11-2009
SUBMITTED BY SUHAIL AKHTER MBA-I(B)
MOTIVATION Motivation is the activation or energization of goal-oriented behaviour. Motivation may be intrinsic or extrinsic. The term is generally used for humans but, theoretically, it can also be used to describe the causes for animal behaviour as well. This article refers to human motivation. According to various theories, motivation may be rooted in the basic need to minimize physical pain and maximize pleasure, or it may include specific needs such as eating and resting, or a desired object, hobby, goal, state of being, ideal, or it may be attributed to less-apparent reasons such as altruism, morality, or avoiding mortality.
MOTIVATIONAL CONCEPT
Intrinsic motivation comes from rewards inherent to a task or activity itself - the enjoyment of a puzzle or the love of playing. This form of motivation has been studied by social and educational psychologists since the early 1970s. Research has found that it is usually associated with high educational achievement and enjoyment by students. Intrinsic motivation has been explained by Fritz Heider's attribution theory, Bandura's work on self-efficacy, and Ryan and Deci's cognitive evaluation theory. Students are likely to be intrinsically motivated if they:
Extrinsic motivation comes from outside of the performer. Money is the most obvious example, but coercion and threat of punishment are also common extrinsic motivations.
In sports, the crowd may cheer on the performer, which may motivate him or her to do well. Trophies are also extrinsic incentives. Competition is in general extrinsic because it encourages the performer to win and beat others, not to enjoy the intrinsic rewards of the activity.
Social psychological research has indicated that extrinsic rewards can lead to over justification and a subsequent reduction in intrinsic motivation. In one study demonstrating this effect, children who expected to be (and were) rewarded with a ribbon and a gold star for drawing pictures spent less time playing with the drawing materials in subsequent observations than children who were assigned to an unexpected reward condition and to children who received no extrinsic reward.
COCA-COLA
INTRODUCTION
Coca-Cola is the most popular and biggest-selling soft
drink in history, as well as the best-known product in
the world. Created in Atlanta, Georgia, by Dr. John S.
Pemberton, Coca-Cola was first offered as a fountain
beverage by mixing Coca-Cola syrup with carbonated
water. Coca-Cola was introduced in 1886, patented in
1887, registered as a trademark in 1893 and by 1895 it
was being sold in every state and territory in the
United States. In 1899, The Coca-Cola Company began
franchised bottling operations in the United States.
Coca-Cola might owe its origins to the United States,
but its popularity has made it truly universal. Today,
we can find coca-cola in virtually every part of the
world. The Coca-Cola Company markets more than
2600 beverage products and operates in more than
200 countries. This includes sparkling and still
beverages, such as water, juices and juice drinks, teas,
coffees sports drinks and energy drinks. Four of the top
five sparkling beverage brands are: Coca-cola, diet
coke, Sprite and Fanta.
Available in the following flavors: Cola, Cola Green Tea,
Cola Lemon, Cola Lemon Lime, Cola Lime, Cola Orange
and Cola Raspberry.
AWARDS:
AWARDS:
GOlden Peacock National Quality Award 2003
Vijayawada, March 13, 2004: Hindustan Coca-Cola
Beverages Private Limited (HCCBPL) announced that its
Atmakuru unit in Guntur District, Andhra Pradesh has
been awarded the prestigious "Golden Peacock
National Quality Award 2003" for excellent quality
standards, high productivity and Community
relationships.
Golden Peacock National Quality Award 2004
Coca-Cola India Division President, Mr. Sanjiv
Gupta(seen top, extreme right in the photograph)
receiving the Golden Peacock National Quality Award
2004 along with the Coca-Cola team at the 15th World
congress on Total Quality in Mumbai on January 14,
2005.
Government Acknowledges Coca-Cola’s Concern for
The Disabled
Chennai 16th August 2004: Hindustan Coca-Cola
Beverages Pvt. Ltd. has been honoured as the ‘BEST
PRIVATE COMPANY’ in the State by the Government of
Tamil Nadu for its contribution to the communities in
providing employment opportunities to physically
challenged people.
Patna Unit wins CSR Award 2004-05!
Patna Unit has been awarded 'Corporate Social
Responsibility Award' for the year 2004 05 by the J.M.
Institute of Speech and Hearing, Patna. The award was
given to the Patna Unit for the continued support
provided towards upliftment of physically challenged
children.
World Environment Foundation Awards - 2005 Golden
Peacock
Environment Management Award to Kaladera unit
The World Environment Foundation (WEF) awarded
the prestigious Golden Peacock Environment
Management Award 2005 (GPEMA) to the Coca-Cola
bottling plant at Kaladera, near Jaipur, in recognition of
its world-class environment practices.
The Golden Peacock Environment Management Award
The GPEMA is designed to encourage and recognize
effective implementation of environmental
management system and this achievement has been
made possible by the plants adherence to Coca-Colas
total quality program called The Coca-Cola Quality
system (TCCQS). TCCQS is all encompassing
management system (Total Quality) covering
environment management and other business aspects
such as safety and loss Prevention (SLP), product
quality, packaging quality, process capability
improvement and customer satisfaction.
Coca-Cola honoured with 'Best Management Award' by
the Government of Andhra Pradesh
Hindustan Coca-Cola Beverages Pvt. Ltd. has been
honoured with the 'BEST MANGEMENT AWARD' in the
State by the Government of Andhra Pradesh for its
people's management practices following a review by
the State Labour Department. Mr. Y.S. Rajasekhara
Reddy, Honourable Chief Minister of Andhra Pradesh
will present the award to the company at a simple
function in Hyderabad on the occasion of Labour Day,
May 1, 2005.
Best Organisation Award to Coca-Cola India - giving
equal opportunity to differently-abled people.
The State Government of Uttar Pradesh, under the
aegis of Directorate,Handicapped Welfare conferred
Hindustan Coca-Cola Beverages Pvt. Ltd.,Varanasi with
the Best Organisation Award for allowing differently-
abled people to prosper & carve a niche for themselves
in the professional world.
All India Division COBO’s are now ISO 14001 certified
All 25 of the India Division’s Company-owned bottling
plants have gained the international standard ISO
14001 Environment Management System certificate.
The ISO 14001 certificate is the internationally
recognized standard of Environmental Management.
COMPANY PROFILE:
COCA-COLA IN INDIA
Brings back fizz to India:
Coca-Cola, the corporation nourishing the global
community with the world’s largest selling soft drink
concentrates since 1886, returned to India in 1993
after a 16 year hiatus, giving a new thumb up to the
Indian soft drink market. In the same year, the
Company took over ownership of the nation’s top soft-
drink brand and bottling network. It’s no wonder coca-
cola brands have assumed an iconic status in the minds
of the world’s consumers.
A healthy growth to Indian economy:
Ever since, Coca-Cola India has made significant
investments to build and continually consolidate its
business in the country, including new production
facilities, waste water treatment plants, distribution
systems, and marketing channels.
Coca-Cola India is among the country’s top
international investors, having invested more than US$
1 billion in India in the first decade, and further
pledged another US$100 million in 2003 for its
operations.
A pure commitment to the Indian economy:
The Company has shaken up the Indian carbonated
drinks market greatly, giving consumers the pleasure of
world-class drinks to fill up their hydration,
refreshment, and nutrition needs. It has also been
instrumental in giving an exponential growth to the
country’s job listings.
Creating enormous job opportunities:
With virtually all the goods and services required to
produce and market Coca-Cola being made in India,
the business system of the Company directly employs
approximately 6,000 people, and indirectly creates
employment for more than 125,000 people in related
industries through its vast procurement, supply, and
distribution system. The Indian operations comprises
of 50 bottling operations, 25 owned by the Company,
with another 25 being owned by franchisees. That
apart, networks of 21 contract packers manufacture a
range of products for the Company.
HERITAGE:
This magic runs throughout our rich heritage, which
continues to fascinate and delight people all over the
world. Every year, over a million people travel
thousands of miles to visit The World of Coca-Cola
Atlanta. They walk through rooms filled with
memorabilia to see and hear of how our Company
grew from a wonderful idea, into a great global
business.
CORPORATE GOVERNANCE
INDIA ADVISORY BOARD (IAB):
Coca-Cola India has set up India Advisory Board to
guide the company on various issues including future
strategies, corporate citizenship, and corporate
governance. Naresh Chandra is the chairman of the
broad.
HEALTH AND WELLNESS ADVISORY COUNCIL (HWAC):
Coca-Cola Company believes that Industry has a role to
play in helping the Indian consumers lead healthier
lives. Coca-Cola is committed to develop and launch a
portfolio of health & wellness products that enable the
Indian consumer to lead healthier lives. The Health &
Wellness Advisory Council (H&WAC) shares this belief
and will guide and assist Coca-Cola in India to: Identify
& highlight the evolving nutritional needs of Indian
Consumers Suggest viable health & wellness solutions
for beverage applications as desired by the consumers
Support consumer education programs that promote
healthy & active life style.
CODE OF BUSINESS CONDUCT:
To reaffirm our commitment to ethical behaviour as an
organization and as individuals, company issued a
revised Code of Business Conduct in 2002 to every
employee worldwide. This code continues to serve as a
guide to our actions, advancing and protecting our core
values of Honesty, Integrity, Diversity, Quality, Respect,
Responsibility and Accountability.
It presents the information in clear, easy-to understand
terms, adding procedural guidelines that establish
steps for investigating and addressing possible
violations of the code. It also extends its scope to the
conduct of company directors, as well as employees
and officers. These changes and additions make The
Coca-Cola Company Code of Business Conduct a
powerful resource for protecting our Company's
reputation for integrity.
ENVIRONMENT POLICY:
Coca-Cola India is in the business of beverages that
refresh people. They will carry out our operations in
ways that Protect, Preserve and Enhance the
Environment we work in. their activities are guided by
Coca-Cola eKO system, which provides a framework to
transform this principle in actions.
Towards this objective, it shall endeavor to:
Establish, maintain and operate facilities to
comply with all applicable Environmental Safety
and Health laws, Statutes and Consents.
Formulating sound environmental objectives
and targets and integrate a continuous process
review in all essential elements of corporate
management.
Conservation of natural resources specifically in
water, energy and Fuel by continually improving
its usage and reducing wastage.
Working as catalyst to enhance collection of
post consumer PET bottles through awareness
programs and synergizing relevant agencies for
getting better pricing to the consumer.
Seek Co-operation with Public, Private and
Governmental Organizations in identifying
solutions to relevant environmental issues.
Advertising initiatives are to be critically
evaluated while advertising in Eco-sensitive
areas. Do not put advertisement on Historical
Monuments, Religious, Political Buildings &
Structures and other specially protected and
sensitive areas.
Using cooling equipment with environmentally
friendly technologies.
Managing fleet operations in a manner to
minimize environmental impacts by ensuring
good maintenance, improving & tracking fuel
efficiency and effectively managing wastes.
Ensuring Procurement policies that consider the
environmental impact of packaging materials
and all direct and indirect process aids used
within the operation.
Ensuring all operations implement eKO
Management System and requirements under
ISO 14001 before December 2004.
This policy has been communicated to all associates
of Coca-Cola India to ensure compliance and shall be
made available to public and interested parties on
demand.
SUPPLIER GUIDING PRINCIPLES
Workplace practices:
They expect from their suppliers to follow applicable
laws, and similar standards and principles in the
countries in which they operate.
An introduction to Workplace Practices:
The Coca-Cola Company, they support fair employment
practices in our relationships with their employees
consistent with a commitment to human rights in our
workplace, and we seek to provide a safe environment
in which to work. They abide by all applicable labour
laws in countries we do business including local laws
addressing working hours, compensation, employees’
rights to choose whether to be represented by third
parties and to bargain collectively, working conditions
and other such workplace practices.
They seek to create a workplace where individuals are
treated with dignity, fairness and respect. They
recognize value, respect and celebrate the cultural
differences and diversity of background and thought of
our employees.
Communication:
They expect suppliers to communicate these "Guiding
Principles for Suppliers to The Coca-Cola Company" to
their employees. These principles should be provided
in the local language and posted in an accessible place.
They also expect suppliers to develop and implement
appropriate business mechanisms to monitor
compliance with these Guiding Principles
Work Environment:
They expect our suppliers to judge their employees and
contractors based upon their ability to do their jobs
and not upon their physical and/or personal
characteristics or beliefs, affirming the principle of no
unlawful discrimination based on race, color, gender,
religion, national origin or sexual orientation.
Health & Safety:
They expect our suppliers to provide a safe workplace
with policies and practices in place to minimize the risk
of accidents, injury, and exposure to health risks.
Child & Forced Labour; Abuse Of Labour:
They neither expect our suppliers to employ anyone
under the legal working age nor to condone physical or
other unlawful abuse or harassment, or the use of
forced or other compulsory labour in any of their
operations.
Wages & Benefits:
They expect our suppliers to compensate their
employees fairly and competitively relative to their
industry in full compliance with applicable local and
national wage and hour laws, and to offer
opportunities for employees to develop their skills and
capabilities.
Collective Bargaining:
In the event their employees have lawfully chosen to
be represented by third parties, we expect our
suppliers to bargain in good faith and not to retaliate
against employees for their lawful participation in
labour organization activities.
Environmental practices:
At a minimum, company expect their suppliers to meet
applicable environmental laws, rules and regulations in
their operations in the countries in which they do
business
Communication:
We expect suppliers to communicate these "Guiding
Principles for Suppliers to The Coca-Cola Company" to
their employees. These principles should be provided
in the local language and posted in an accessible place.
We also expect suppliers to develop and implement
appropriate business mechanisms to monitor
compliance with these Guiding Principles.
Compliance With Laws:
At a minimum, suppliers to The Coca-Cola Company
and suppliers authorized by The Coca-Cola Company
will be required to meet the following standards with
respect to their operations as a whole:
Laws and Regulations :
Supplier will comply with all applicable laws,
rules, regulations and requirements in the
manufacture and distribution of our products
and supplies and in providing services to the
company.
Child Labour Supplier will not use child labour
as defined by local law.
Forced Labour Supplier will not use forced or
compulsory labour.
Abuse of Labour Supplier will not physically
abuse labour.
Collective Bargaining Supplier will respect
employees' rights to choose whether to be
represented by third parties and to bargain
collectively in accordance with local law.
Wages and Benefits Wages and benefits will
comply with local law.
Working Hours & Overtime Working hours
and overtime will comply with local law.
Health and Safety Working conditions will
comply with local regulations.
Environment Supplier will comply with all
applicable environmental laws
HUMAN RIGHT POLICY AND WORK PLKACE
RIGHT POLICY:
Human right policy:
The reputation of The Coca-Cola Company is built on
trust and respect. Their employees and those who do
business with us around the world know they are
committed to earning their trust with a set of values
that represent the highest standards of quality,
integrity, excellence, compliance with the law and
respect for the unique customs and cultures in the
communities where they operate.
Their Company has always endeavoured to conduct
business responsibly and ethically. They respect
international human rights principles aimed at
promoting and protecting human rights, including the
United Nations Declaration of Human Rights and the
International Labour Organization's Declaration on
Fundamental Principles and Rights at Work, and we
actively participate in the United Nations Global
Compact.
Workplace right policy:
The Coca-Cola Company's Workplace Rights Policy is
guided by international human rights standards,
including the Universal Declaration of Human Rights,
the International Labour Organization's Declaration on
Fundamental Principles and Rights at Work and the
United Nations Global Compact.
Policy includes the following components:
Freedom of Association and Collective Bargaining:
The Company respects their employees’ right to join,
form or not to join a labour union without fear of
reprisal, intimidation or harassment. Where employees
are represented by a legally recognized union, they are
committed to establishing a constructive dialogue with
their freely chosen representatives. The Company is
committed to bargaining in good faith with such
representatives.
Forced Labor:
The Company prohibits the use of all forms of forced
labour, including prison labour, indentured labour,
bonded labour, military labour or slave labour.
Child Labor :
The Company adheres to minimum age provisions of
applicable laws and regulations. The Company
prohibits the hiring of individuals that are under 18
years of age for positions in which hazardous work is
required. The Company’s prohibition of child labour is
consistent with International Labour Organization
standards.
Discrimination:
The Company values all employees and the
contributions they make and has a long-standing
commitment to equal opportunity and intolerance of
discrimination. Company are dedicated to maintaining
workplaces that are free from discrimination or
physical or verbal harassment on the basis of race, sex,
colour, national or social origin, religion, age, disability,
sexual orientation, political opinion or any other status
protected by applicable law.
Work Hours and Wages:
The Company compensates employees competitively
relative to the industry and local labour market. We
operate in full compliance with applicable wage, work
hours, overtime and benefits laws. We offer employees
opportunities to develop their skills and capabilities
and provide advancement opportunities where
possible.
Safe and Healthy Workplace:
The Company provides a safe and healthy workplace.
The company is dedicated to maintaining a productive
workplace by minimizing the risk of accidents, injury
and exposure to health risks.
Workplace Security:
The Company is committed to maintaining a workplace
that is free from violence, harassment, intimidation
and other unsafe or disruptive conditions due to
internal and external threats. Security safeguards for
employees are provided as needed and will be
maintained with respect for employee privacy and
dignity.
Community and Stakeholder Engagement:
The Company recognizes its impact on the
communities in which it operates. The company is
committed to engaging with stakeholders in those
communities to ensure that we are listening to,
learning from and taking into account their views as
they conduct their business. Where appropriate,
company are committed to engaging in dialogue with
stakeholders on workplace rights issues related to our
business and within our sphere of influence. Company
believes that local issues are most appropriately
addressed at the local level. The company is also
committed to creating economic opportunity and
fostering goodwill in the communities in which we
operate through locally relevant initiatives.
Guidance and Reporting for Employees:
The Coca-Cola Company creates workplaces in which
open and honest communications among all
employees are valued and respected. Coca-Cola is
committed to following all applicable labour and
employment laws wherever we operate.
QUALITY COMMITMENT POLICY:
Quality Assurances of A Billion:
The Coca-Cola Company exists to benefit and refresh
everyone it touches.
For Coca-Cola Company, Quality is more than just
something we taste or see or measure. It shows in our
every action. The company persistently strives to
exceed the world's ever-changing expectations
because keeping our Quality promise in the
marketplace for their highest business objective and
their enduring obligation.
Meeting International Certifications of Assurance:
The Coca-Cola quality system Assurance layer meets
the intent of international standards ISO 9001:2000,
ISO 14001 and OHSAS 18001. SGS and Lloyds of
London, internationally recognized registrars,
benchmarked The Coca-Cola Quality System against
ISO 9001:2000(Quality) and ISO 14001
(Environmental).
Systems That Have Controlled Quality over a Century:
The testing and inspection requirements, which have
been part of the Company’s day-to-day operations for
more than 100 years are strictly adhered to. The
operations Division of Coca-Cola India is governing and
supporting each of its bottling units so as to enable
them produce world-class products. The entire system
of The Coca-Cola Company is applicable throughout
the bottling operations and is supported with the same
technical and quality tools, systems, procedures and
standards. The company guarantee that each
operation must achieve the exactly the same end
results.
TOOL AND TECHNIQUES OF MOTIVATION:
Many theories have been founded to explain Motivation; however they have had their own critical acclamations. Let us simplify the tools and techniques to understand the motivational factor. Let us name them as Positive and Negative Tools and techniques.
Positivetools· Praise- one of the oldest methods used even today to motivate individuals. Effectively used in training and helping individual in learning new concepts.· Salary / wages/ increments- all these are fringe benefits used to motivate the employee, but this being only a temporary phase.· Recognition- this is a very positive tool, wherein the higher ups motivate the employees by recognizing their work potential, the employee feels highly motivated when his work gets recognized, rather than just giving him a big pay packet.· New roles- when an employee is given higher roles, they themselves act as motivators rather than working for years on the same routine job.· Social atmosphere and working conditions-also play a crucial role in motivating the employee in his work. When the employee is surrounded by equally motivated lot, he/she is bounded to be motivated and
vise versa.· Needs-All of us have needs which are varied and ranked by us differently, hence it is important for the boss to have a clear cut measuring method to know the varied interests of their workforce.
NegativeTools :
· Punishment-When an employee is punished for doing the wrong style of working, the punishment itself can make wonders in motivating the employee to do a good job.· Reinforcement-Whatever the work style, or project the employee undertakes, it is important that the employee knows whether it is wrong or right. or what the amendments he has to do, the knowledge of result is a must, otherwise, the concept of motivation doesn’t arise.
· Critical evaluation- this helps the employee to improve his Motivational theories
The incentive theory of motivation:
A reward, tangible or intangible, is presented after the occurrence of an action (i.e. behaviour) with the intent to cause the behaviour to occur again. This is done by associating positive meaning to the behavior. Studies show that if the person receives the reward immediately, the effect would be greater, and
decreases as duration lengthens. Repetitive action-reward combination can cause the action to become habit. Motivation comes from two sources: oneself, and other people. These two sources are called intrinsic motivation and extrinsic motivation, respectively.
Applying proper motivational techniques can be much harder than it seems. Steven Kerr notes that when creating a reward system, it can be easy to reward A, while hoping for B, and in the process, reap harmful effects that can jeopardize your goals.
A reinforcer is different from reward, in that reinforcement is intended to create a measured increase in the rate of a desirable behaviour following the addition of something to the environment.
Drive-reduction theories:
There are a number of drive theories. The Drive Reduction Theory grows out of the concept that we have certain biological drives, such as hunger. As time passes the strength of the drive increases if it is not satisfied (in this case by eating). Upon satisfying a drive the drive's strength is reduced. The theory is based on diverse ideas from the theories of Freud to the ideas of feedback control systems, such as a thermostat.
Drive theory has some intuitive or folk validity. For instance when preparing food, the drive model appears to be compatible with sensations of rising hunger as the food is prepared, and, after the food has been consumed, a decrease in subjective hunger. There are several problems, however, that leave the validity of drive reduction open for debate. The first problem is that it does not explain how secondary rein forcers reduce drive. For example, money satisfies no biological or psychological needs, but a pay check appears to reduce drive through second-order conditioning. Secondly, a drive, such as hunger, is viewed as having a "desire" to eat, making the drive a homunculus being - a feature criticized as simply moving the fundamental problem behind this "small man" and his desires.
In addition, it is clear that drive reduction theory cannot be a complete theory of behavior, or a hungry human could not prepare a meal without eating the food before they finished cooking it. The ability of drive theory to cope with all kinds of behavior, from not satisfying a drive (by adding on other traits such as restraint), or adding additional drives for "tasty" food, which combine with drives for "food" in order to explain cooking render it hard to test.
Cognitive dissonance theory:
Suggested by Leon Festinger, this occurs when an individual experiences some degree of discomfort resulting from an incompatibility between two cognitions. For example, a consumer may seek to reassure himself regarding a purchase, feeling, in retrospect, that another decision may have been preferable.
Another example of cognitive dissonance is when a belief and a behavior are in conflict. A person may wish to be healthy, believes smoking is bad for one's health, and yet continues to smoke.
Need theories
Need hierarchy theory
Abraham Maslow's theory is one of the most widely discussed theories of motivation.
The theory can be summarized as follows:
Human beings have wants and desires which influence their behavior. Only unsatisfied needs influence behavior, satisfied needs do not.
Since needs are many, they are arranged in order of importance, from the basic to the complex.
The person advances to the next level of needs only after the lower level need is at least minimally satisfied.
The further the progress up the hierarchy, the more individuality, humanness and psychological health a person will show.
The needs, listed from basic (lowest-earliest) to most complex (highest-latest) are as follows:
Physiology Safety Belongingness Self-esteem Self actualization
Herzberg’s two-factor theory:
Frederick Herzberg's two-factor theory, aka intrinsic/extrinsic motivation, concludes that certain factors in the workplace result in job satisfaction, but if absent, lead to dissatisfaction.
The factors that motivate people can change over their lifetime, but "respect for me as a person" is one of the top motivating factors at any stage of life.
He distinguished between:
Motivators ; (e.g. challenging work, recognition, responsibility) which give positive satisfaction, and
Hygiene factors ; (e.g. status, job security, salary and fringe benefits) that do not motivate if present, but, if absent, result in demotivation.
The name Hygiene factors is used because, like hygiene, the presence will not make you healthier, but absence can cause health deterioration.
The theory is sometimes called the "Motivator-Hygiene Theory."
Herzberg's theory has found application in such occupational fields as information systems and in studies of user satisfaction).
Alderfer’s ERG theory
Clayton Alderfer, expanding on Maslow's hierarchy of needs, created the ERG theory (existence, relatedness and growth). Physiological and safety, the lower order needs, are placed in the existence category, while love and self esteem needs are placed in the relatedness category. The growth category contains our self-actualization and self-esteem needs.
Self-determination theory:
Self-determination theory, developed by Edward Deci and Richard Ryan, focuses on the importance of intrinsic motivation in driving human behavior. Like Maslow's hierarchical theory and others that built on it, SDT posits a natural tendency toward growth and development. Unlike these other theories, however, SDT does not include any sort of "autopilot" for
achievement, but instead requires active encouragement from the environment. The primary factors that encourage motivation and development are autonomy, competence feedback, and relatedness.