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The purpose of this study is to deepen the understanding of individuals’ flood disaster mitigation behaviour through the theoretical lens of self-determination theory (SDT). Specifically, the paper examines the influence of autonomy, competence and relatedness on individuals’ self-determined motivation for flood disaster mitigation. The study also examines whether self-determined motivation influences individuals’ flood disaster mitigation behaviour adoption.

Through a cross-sectional survey design, the study used a quantitative research approach for data collection and analyses. Specifically, data was analysed using the structural equation modelling technique.

The result of this study revealed that competence was the strongest predictor of self-determined motivation, followed by autonomy. The result further shows that self-determined motivation positively influences individual’s adoption of flood mitigation behaviour. However, the results showed that relatedness does not predict self-determined motivation for flood disaster mitigation.

To enhance the effectiveness of flood disaster mitigation social marketing campaigns, the SDT psychological needs constructs (particularly, competence and autonomy) can aid in assessing the motivation of the target population towards adopting mitigation behaviours. An assessment of motivation will help understand perception of flood risk and behavioural evaluation. The consideration of autonomy and competence on motivation will aid in developing effective campaigns to satisfy the needs of the target population.

The paper adds to the limited research that used SDT to understand a social marketing phenomenon.

Increasingly, leaders are faced with complex, difficult and demanding situations that challenge their very sense of self, including their workplace wellbeing. It has been suggested that this challenge can be mitigated for leaders by pursuing goals and activities that reflect their beliefs, interests and values. As such, leaders whose motivations reflect intrinsic and self-congruent beliefs and values are likely to experience beneficial wellbeing, yet, reviewing this from a self-determination theory (SDT) lens, the authors find this assertion remains to be fully tested. Concurrently, the work–family enrichment (WFE) literature highlights that potential positive synergies exist between work and home. The authors further argue that this synergy may also provide greater insight and understanding into the quality of leaders’ motivation and wellbeing, and as such also requires attention. As such, the purpose of this paper is to examine the path to wellbeing for leaders and includes leaders’ “whole lives” (including enrichment) and not just their work lives (motivations).

Quantitative research including two studies of 386 junior/senior leaders and 205 CEOs, investigated the role of motivation as defined by SDT and WFE towards leaders’ job satisfaction. Hypotheses were tested using SEM in AMOS to assess the direct and meditational effects of the study variables.

A partial mediation model was found to best fit the data for both studies. In study 1, the effects of self-determined motivation dimensions on job satisfaction were fully mediated by WFE and family–work enrichment (FWE). However, the non-self-determined dimensions of SDT motivations were directly and negatively related to job satisfaction and enrichment. In study 2, self-determined forms of motivation were positively related to WFE and FWE and job satisfaction, while only WFE was positively related to job satisfaction. The non-self-determined dimensions of SDT motivations were directly and negatively related to WFE and job satisfaction.

Overall, both studies show that the influence of motivations on job satisfaction of leaders is better understood through enrichment. As such organisations are encouraged to enhance both leader’s motivations, and enrichment, in order to facilitate a path to job satisfaction.

This paper is the first to test over two studies and levels of leadership, motivation and enrichment for leaders. As such this paper provides a novel “path” to wellbeing that includes aspects of the leaders’ motivation, as well as the importance of leaders’ enrichment and home domain. Overall the authors suggest that leaders’ “whole” lives play a role in their job satisfaction, and this is important to understand as the authors try to resource leaders, who work in an increasingly demanding workplace environment.

To sufficiently fulfill the travel potential of people with mobility impairments (PwMIs), this study aims to propose a valuable supplement to facility/service accommodation by hospitality/tourism businesses by identifying and purposefully cultivating the superior motivation types for empowering PwMI’s travel pursuits despite challenges. To this end, the study proposes a self-determined versus controlled motivation subdivision to the predominant travel motivation typologies, with its practical value, theoretical value and application feasibility verified.

To ensure the verification reliability across challenge travels, the study adopts an extreme groups design for data collection. Qualtrics surveys situated in two resort-package scenarios contrast in facility/service accommodation levels are paired with two US PwMI groups contrast in travel capabilities. An unconventional mix of analytical information and seemingly unrelated regressions are adopted for data analyses.

Self-determined motivations are found as the superior facilitators of PwMI’s challenging resort-travel pursuits, confirming the practical value of the proposed motivation subdivision. The theoretical value is verified given the subdivision’s significant explanatory power for resort-travel attitude and behavioral intentions, after controlling for travel purpose fulfillment. It is also feasible to achieve the targeted cultivation of self-determined motivations by supporting the basic physiological needs of autonomy, competence and relatedness.

The study’s context-based findings on the effective motivational mechanisms for PwMI can guide hospitality/tourism businesses to improve PwMI-targeted marketing effectiveness and efficiency.

Key theoretical contributions include expanding the explanatory power of travel motivation typologies, enhanced integration of self-determination theory into travel motivation conceptualization and more accurate reflection of the widespread presence of social factors in travel motivations.

With their specific characteristics, religious orders provide an interesting environment that can be used to deepen the understanding and dynamics of work motivation in the public sector. The paper aims to discuss this issue.

The paper empirically investigates the levels and kinds of motivation (from extrinsic to intrinsic) in different religious orders, and analyze some major factors of influence. A broad survey of monastic leaders offers a unique data set to analyze the influence of constitutions and traditions on motivation in a quantitative and comparative way. The theoretical foundations are based upon self-determination theory (SDT), formalization and public service motivation.

The paper shows that even the most constrained and hierarchically structured communities succeed in preventing a crowding out of self-determined motivation. On the one hand, this can be ascribed to the influence of faith and religion. On the other hand, and this is the focus of the paper, the analysis suggests that if norms and structures are approved and considered essential, a crowding-out effect is absent, and motivation levels can be maintained.

This study has an explorative character; it is intended to provide interest for further research. Because of the particular position of religious orders, and equally because of the relatively small sample and few variables concerning the approval of rules and traditions, further investigations in other settings are needed.

An alternative path to increase public service motivation comes into play. The negative effects of little or no autonomy and strict regulation in an organization's daily routines can be tempered by a conscious composition and awareness of governance, i.e. an understanding of and agreement upon constitutions, rules and traditions.

The approval of constitutions and traditions has received little study, yet offers new insights into public service motivation, SDT and formalization.

Following an incursion into the business world as an entrepreneur, many people go back to being salaried workers or unemployed. Using self-determination theory (SDT), this study aims to test the effects of self-determined motivation of Ivorian agricultural entrepreneurs on career retention, career satisfaction and subjective well-being.

The sample under study consisted of 171 agricultural entrepreneurs in the Ivory Coast who owned their businesses. Research hypotheses were tested using structural equation modelling.

The findings reveal that the degree of self-determination in the motivation of Ivorian agricultural entrepreneurs does not have a direct effect on their intention as to whether or not to remain an entrepreneur. The findings nevertheless show that the more the degree of motivation of Ivorian agricultural entrepreneurs is self-determined, the greater satisfaction they experience with their entrepreneurial career and the higher their subjective well-being. The findings also show that satisfaction with the entrepreneurial career is a predictor of career retention among Ivorian agricultural entrepreneurs. In addition, career retention and subjective well-being are reciprocally linked, as are subjective well-being and career satisfaction.

Career retention of agricultural entrepreneurs in the Ivory Coast can be achieved through career satisfaction and self-determined motivation.

Based on previous studies on SDT in an organizational context, this study is, to the best of the knowledge, the first to have tested a theoretical model that can explain career retention, career satisfaction and subjective well-being among entrepreneurs. This research brings to light these processes among agricultural entrepreneurs in Ivory Coast.

In this study, we proposed and tested a motivational framework of emotional labor. This model incorporates positive and negative affect, motivation to express positive emotions, emotion regulation strategies (emotion suppression, reappraisal, and naturally felt emotions), and job satisfaction. Based on a sample of 147 employees, results generally supported our hypotheses and indicated that employees’ motivation to express positive emotions leads to the expression of the naturally felt emotions and the use of reappraisal. In contrast, motivated employees used less emotion suppression in their work. Hence, employees’ motivation seems to facilitate the adoption of a more authentic stance toward customers. Moreover, employees’ affectivity impacted emotional labor strategies. Finally, replicating past findings, job satisfaction was associated with a more authentic demeanor. This chapter contributes to emotional labor theory by extending our comprehension of emotional labor antecedents, which have been relatively under-investigated by emotion researchers. Moreover, this study demonstrated that self-determination theory is a relevant framework to better understand the emotional labor process. Overall, this motivational approach to the study of emotional labor can lead to more extensive research on emotional labor antecedents.

This research aims to unpack the relationship between employees' perceived organizational politics (POP) and their self-determined motivation by itemizing the mediating role of hostility and a moderating role of organizational injustice.

Data were collected at two different times from 270 employees working in various universities in Pakistan. Structural equation modeling (SEM) was used to test the hypotheses.

The findings revealed that POP negatively influence intrinsic motivation, autonomous extrinsic motivation and positively impact amotivation, whereas POP does not affect employees' controlled extrinsic motivation. Furthermore, POP positively influences hostility. Moreover, hostility mediates the relationships between perceived organizational politics and self-determined motivation. Finally, the findings also revealed that the relationship between perceived organizational politics and hostility was stronger when the perceived organizational injustice was high.

POP can lead to intentional efforts to harm the organization by enhancing employee hostility, which divulges how this peril can be restrained by implanting organizational fairness. Moreover, proactive employees with superior emotional intelligence skills have a greater capability to control their negative emotions. Emotional intelligence (EI) training can effectively reduce the hostility between employees provoked by POP and ultimately diminish self-determined motivation.

The current study revealed that ambiguous forms of political behavior trigger isolated work emotions, negatively affecting organizational sustainability and outcomes. These results have valuable suggestions regarding organizational injustice as a moderator to diminish the hostility resulting from POP.

Based on self‐determination theory and social identity theory, the purpose of this paper is to investigate the role of social identity in buffering the effect of working pressure on the identified motivation (a kind of self‐determined motivation).

This was an experimental study. In a simulated work setting, the study operationalized social identity as having participants who perceived their belonging to one particular working unit, and working pressure as task deadline. A 2 (social identity salience: salient vs not salient)× 2 (task deadline: deadline vs no deadline) between‐subjects experiment was designed.

As expected, participants under the condition of task deadline reported less identified motivation, both at the individual and group levels, than did those under the condition without task deadline. Participants under the condition of social identity salient reported more group‐based identified motivation than did those under the condition of social identity not‐salient. Faced with task deadline, participants whose social identity was salient showed more group‐based identified motivation than did those whose social identity was not salient.

This study was carried out in a simulated working situation, which may limit its ecological validity. Future studies have a focus on what will happen in real working contexts and continue to extend the current study theoretically.

The paper's findings suggest that managers motivate employees by emphasizing their perception of group‐membership (i.e. social identity). This strategy was consistent with traditional Chinese management thoughts and values.

The paper is original in bridging social identity theory and self‐determination theory, and putting forward a group‐level‐based extension of self‐determination theory. The paper establishes the causal relationships among social identity, task deadline and identifies motivation by using an experimental approach.

Purpose – This chapter describes a university-based reading clinic for struggling readers. Created over 40 years ago, this reading clinic continually evolves as it is founded on well-grounded theory and the most current research. The purpose of the chapter is to explain this foundation and how it has informed the structure and day-to-day operations of a successful clinic program.

Methodology/approach – The reading clinic described in this chapter is based largely on the theoretical premises of self-determination theory. This theory has been widely researched in a variety of fields and contexts, including educational settings. Self-determination theory research and reading research, conducted from a multitude of perspectives, provide support for appropriate practices designed to create a motivating classroom environment.

Practical implications – The ideas presented in this chapter show how research and theory can be successfully applied to classroom settings. The author describes various ways in which the theory and research have led to specific, practical decisions in the reading clinic setting. Broadening the use of these practices to regular classroom contexts is also discussed.

Social implications – Despite research that has established how teachers can create a meaningful, motivating classroom environment, unsound practices continue to be used in classrooms everywhere. If, as most educators claim, we want students to become independent thinkers who are able to contribute meaningfully to society, then we need to seriously examine the controlling, performance-oriented, competitive practices that are typical in many classrooms today. We must move toward creating classrooms where the focus is on learning and where children enjoy ownership of the learning process. This chapter describes a program for struggling readers that operates from this stance.

This study aims to focus on determining the influence of transformational leadership on work engagement as mediated by employee motivation.

The research findings are based on a quantitative analysis of a survey of 443 full-time employees working in the Guangdong–Hong Kong–Macao Great Bay Area (GBA) of China.

The positive perception of transformational leadership from employees enables them to accomplish tasks beyond expectations. With the help of structural equation modeling, this study reveals that the influence path of perceptions of transformational leadership on work engagement is partially mediated through employee motivation.

Employee motivation is not the only mediating factor, other factors mediate the relationship between transformational leadership and work engagement. The problem of sample size and sampling collection, the survey only focuses on samples working in the GBA.

The analysis and results based on data from mainland China, especially the GBA, expands the boundaries of the role of transformational leaders in learning organization and provides additional data support and sources for future relevant research. At the same time, the study of the mediation models between leadership and work engagement also hints more potential possible mediation factors.