Autonomous Motivation in Palestine through Self-Determination Theory

Omar Hajjawi

Abstract


Motivation which is broadly defined as a set of forces that cause people to behave in certain ways, and it is part of managerial directing function. One employee may be motivated to work hard to produce as much as possible, whereas another employee may be motivated to produce just enough to escape the sack. Managers must comprehend these differences in behavior and the reasons for them. This behavior becomes intrinsically complicated because Palestinians endured 648 Israeli army check points that restrict Palestinians interlinks and the movement of their goods for security reasons, and businesses were plummeting in economic crisis through the second Palestinian uprising (September 2000 – November 2004). A survey of 32 ISO certified manufacturing firms in Palestine were asked to complete a questionnaire that focused on the means of motivating their employees to keep the firms afloat during that period of socio-economic crisis. Palestinian firms embarked on autonomous motivation that stems from coherent goals, local cultural values, and self-worth performance to overcome business constraints and contingency hindrance. Self-determination theory that has steered up survival rate of firms in Palestine, explains organizational behaviour and performance throughout.


Keywords


self-determination theory, intrinsic and extrinsic motivation, cognitive evaluation theory, causality orientation, competence

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DOI: https://doi.org/10.11634/216796061706104





American Journal of Business and Management

ISSN 2167-9606  eISSN 2167-9614 //OCLC: 794280070

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