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    Interventions to support autonomy, competence, and relatedness needs in organizations: A systematic review with recommendations for research and practice

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    Author
    Slemp, G; Lee, MA; Mossman, LH
    Date
    2021
    Source Title
    Journal of Occupational and Organizational Psychology
    Publisher
    Wiley
    University of Melbourne Author/s
    Slemp, Gavin; Mossman, Lara
    Affiliation
    Melbourne Graduate School of Education
    Metadata
    Show full item record
    Document Type
    Journal Article
    Citations
    Slemp, G., Lee, M. A. & Mossman, L. H. (2021). Interventions to support autonomy, competence, and relatedness needs in organizations: A systematic review with recommendations for research and practice. Journal of Occupational and Organizational Psychology, https://doi.org/10.1111/joop.12338.
    Access Status
    This item is embargoed and will be available on 2022-02-04
    URI
    http://hdl.handle.net/11343/260494
    DOI
    10.1111/joop.12338
    Abstract
    Organizational research underpinned by self‐determination theory (SDT) has grown substantially over the past decade. However, the effectiveness of interventions designed to promote support for basic psychological needs in organizations remains ill documented. We thus report the results of a qualitative systematic review and synthesis of SDT‐informed studies of interventions to cultivate autonomy, competence, and relatedness needs, and in turn, autonomous motivation in organizational contexts. Studies were included in the review if they evaluated the effect of interventions to develop autonomy‐, competence‐, or relatedness‐supportive work climates or leader behaviours. A systematic search yielded ten eligible field studies for inclusion: three randomized‐controlled trials and seven non‐randomized intervention studies (combined N = 2,337). Seven studies yielded mostly favourable effects, two yielded mixed effects, and one study showed no evidence of change post‐intervention. Substantial heterogeneity in intervention format and delivery existed across studies. Studies pointed towards possible moderators of effectiveness. Interventions were more effective at spawning change at the proximal (leader) level than at the distal (subordinate) level, though few studies tracked employees over time to comprehensively evaluate long‐term transfer. Bias assessments showed that risk of bias was moderate or high across studies. We discuss overall implications of the review and suggest several recommendations for future intervention research and practice.

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