There’s a theory on human motivation and mental well-being that can help you feel engaged, satisfied, and psychologically well whether you are teleworking or working in your company’s office. If you’re the one dictating how and where people work, you can also use this to improve the retention and performance of your employees.
The theory is called Self-Determination Theory (SDT). We’re going to get nerdy for a second, so roll with me.
A 2021 study by Brunelle and Fortin found that the job satisfaction and psychological well-being of teleworking employees was greater than those who worked in the office. They framed their study in SDT.
This matters to you because of what SDT is, how it works, and how you can use it to improve your situation.
Self-Determination Theory (SDT) posits that humans have three psychological needs that, when met, improve well-being and drive intrinsic or autonomous motivation (Deci & Ryan, 2000). Meaning, if these three needs of yours are met, you will be motivated to perform a task because you want to. You will feel like the action aligns with your values or goals. And you will be more likely to persist in those endeavors. This is true for your health goals by the way…
The three psychological needs are autonomy, competence, and relatedness. Autonomy is the sense that one has choice and is performing a behavior of their own free will, or driven by their own interests. Competence is mastery or being effective in the activity. Relatedness refers to the need for connection and belonging with others, a sense of community (Brunelle & Fortin, 2021; Deci & Ryan, 2000).
Brunelle and Fortin (2021) used SDT to examine the job satisfaction of teleworking employees and office-working employees. They found that teleworking enhanced workers’ autonomy, competence, and relatedness. Thus, teleworkers had greater job satisfaction and well-being than office workers. These findings are despite earlier and inconclusive work that isolation is one of the risks of telework (Brunelle & Fortin, 2021).
Interestingly, Brunelle and Fortin (2021) also found that in-office workers who have autonomy also have job satisfaction. That is, some office-workers were in a situation that allowed them to experience a sense of autonomy. This helped improve their job satisfaction. Meaning that while teleworking was better overall for the employees surveyed, office-workers are capable of achieving some of the same benefits.
This is helpful for pretty much everyone. It’s helpful for organizational leaders implementing worker well-being programs, and structuring work policies (Brunelle & Fortin, 2021; Manganelli et al., 2018). And it’s helpful for individuals who don’t have control over where they work, and need to find a way to make the best out of their situation.
While teleworking demonstrates improved psychological well-being and job satisfaction, it is not always possible. In such instances, managers can create a sense of autonomy among in-office workers to achieve at least some of the well-being benefits that the teleworking employees might receive (Manganelli et al., 2018). Employees too can look for ways to improve their own sense of autonomy, competence, and relatedness. This will help boost their well-being and satisfaction, making their jobs a bit more tolerable, dare I say even happier.
Here are a few ways to boost your autonomy:
1) Consider principles not polices, as suggested by Reisinger and Fetterer (2021). It’s not always about treating everyone the exact same. Not every policy works fairly for everyone. But everyone can benefit equally from the same principles. This allows for flexibility and choice within boundaries.
2) Reduce the micromanagement. It’s the exact opposite of autonomy. Let people set their own deadlines when possible, for example. Allow them to contribute to group/department goals, and create an environment open to communication and feedback.
3) If you feel like you’re on your own, look towards your own values and goals. What connects you to your work? What would make you take pride in developing mastery over certain tasks? Where can you bring more fun into your day-to-day? And who else in your organization can you connect with who might be experiencing similar challenges? If not in your organization, is there a community group in your neighborhood or online that you can connect with? This will help you feel a part of something and reduce risks of social isolation.
Another Approach
These are all reasons why a growing number of busy professionals are turning to side gigs. Yes, even though they are busy and might be feeling a bit stretched, they are taking on a side gig. The right side gig can increase your feelings of autonomy, competence, and relatedness. It can help develop new skills and advance skills you already have. It can help you feel in control by allowing you to set your own work schedule and even control how you work and how much. You connect to a community of likeminded people. And because it’s “on the side” and not required to keep a roof over your head, it is innately your choice and presumably connected to your values and interests. And, it potentially brings financial benefits as well.
If you’re curious what the “right” side gig is for you, join me Jan 20th at 5:30p eastern or 7:30p eastern for a quick live event to explore just that!
