Can managers be trained to further support their employees' basic needs and work engagement: A manager training program study

Abstract

The present paper describes a quasi‐experimental research presenting a workplace training program aimed at helping managers to be more supportive of their employees' autonomy. Drawing on self‐determination theory, we built a pre/post questionnaire design measuring perceived autonomy support, need satisfaction, need frustration, autonomous motivation, controlled motivation, work engagement and job burnout. Seven managers were trained according to the autonomy support training program. We assessed 39 of their employees before and after the intervention. Moreover, 133 employees whose managers were not included in the training program constituted the control group. Regarding the experimental group, the results showed significant statistical differences regarding perceived autonomy support from managers, autonomous motivation, need satisfaction, work engagement and job burnout. No significant effects regarding perceived autonomy support from coworkers controlled motivation, or need frustration were observed. This study provides added value to the theory of need satisfaction and demonstrates that training managers to be need‐supportive may be effective in improving positive work‐related outcomes and reducing negative outcomes.

The indirect association between moral disengagement and bystander behaviors in school bullying through motivation: Structural equation modelling and mediation analysis

“…The negative association between autonomous motivation and passive bystanding proposes that students who are low in autonomous motivation seem to be less self-determined and persistent in their moral conduct as bystanders, compared with students who are high in autonomous motivation. These findings are consistent with self-determination theory (Ryan & Deci, 2017) and self-determination research in other activities or domains (e.g., Jungert et al, 2015Jungert et al, , 2022Moran et al, 2012;Ng et al, 2012).…”

Supporting worklife learning at work to sustain employability

“…Thus, a shift in thinking of managers to a more ‘learning solutions’ approach would have the potential to transform CET provisions, as management support plays an important mediating role in promoting learning in the workplace (Al‐Tarawneh & Al‐Adaileh, 2021; Taheri et al, 2021). Particularly, evidence indicates that training managers to be supportive of employees' needs is effective in improving positive work‐related outcomes (Jungert et al, 2022) thus understanding their learning need to achieve ‘learning solutions’.…”

“…Indeed, much effort has been made towards worker development to promote lifelong learning of workers and managers, including their social and personal development (e.g., Fenwick, 2000; Jungert et al, 2022; Lizier & Reich, 2021; Poell et al, 2006; Taheri et al, 2021). Work and the learning by which occupational and organizational practice is sustained and developed are socio‐personal practices.…”

Motivational pathways for farmer learning behaviour in the student‐to‐farmer university outreach

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