Motivation Beyond Wages: Profiling Employee Motivation Through Self-Determination Theory in a Collectivist Culture
DOI:
https://doi.org/10.51137/wrp.ijarbm.481Keywords:
Motivational Profiles, Self-Determination Theory, Latent Profile, Collectivist Culture, GhanaAbstract
Understanding what motivates employees beyond money is crucial, especially in collectivist cultures like Ghana, where social obligations shape personal goals. Using Self-Determination Theory (SDT), this study explored motivational profiles among employees in a non-metallic mineral processing company. A descriptive survey design was adopted, with data collected from 105 employees via questionnaires. Latent profile analysis revealed three distinct motivational profiles: (1) Highly self-determined (low amotivation, progressive increase to high intrinsic motivation); (2) Socially driven (high external regulation alongside strong identified/integrated regulation); and (3) Moderately self-determined (low amotivation/external regulation, high identified/integrated regulation). Study findings highlight that while intrinsic motivation is seen as ideal, identified and integrated regulation can effectively sustain industrial performance in a collectivist culture. The concurrence of external and internal motivations in Profile 2 challenges binary views of motivation, highlighting the importance of cultural influences in collectivist workplaces. The study advises management to craft motivational strategies suited to cultural contexts. Organisations should encourage autonomy-supportive leadership, recognition, and feedback to boost competence and belonging, while avoiding over-reliance on controlled motivation that may cause burnout. The study concludes that successful motivation in industrial sectors depends on a balanced, culturally aware, and psychologically nurturing approach that encourages sustainable engagement and enhances worker well-being.
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