- May 2024
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journals.sagepub.com journals.sagepub.com
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Supporting people’s autonomy, competence, and relatedness promotes a sense of self-determination, which increases well-being. SDT contains two mediating sets of variables that help explain the relationships among work context, performance, and well-being. These mediating variables are satisfaction of the three basic psychological needs and autonomous versus controlled motivation (Deci & Ryan, 1995).
The integration of self-determination theory (SDT) into the study's framework is noteworthy. By drawing from SDT, the authors offer a comprehensive lens through which to examine the motivations of young project professionals. The identification of autonomy, competence, relatedness, and purpose as key motivators aligns with SDT's emphasis on basic psychological needs and intrinsic motivation. This theoretical foundation enhances the depth of analysis and provides a robust framework for understanding the underlying drivers of motivation in project work settings.
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The article is structured as follows. It starts by introducing young project professionals and their career aspirations; it then outlines self-determination theory. After positioning the study in its theoretical background, the article describes the multiple-case study methodology. The empirical findings are presented in two parts, using narratives to express the motivators of young project professionals. The article first discusses the overall findings from all four case studies and then offers our within-case findings to examine motivators within the specific context. Then the article develops a Conceptual Model of Young Project Professional Motivation and concludes by outlining a future research agenda.
The authors discuss the distinctive anticipations and inclinations of this demographic, including an aspiration for equilibrium between work and personal life, avenues for individual growth, and a commitment to societal obligations. This establishes a backdrop for comprehending how projects can harmonize with the incentives of youthful professionals, emphasizing the significance of meeting their requirements within organizational environments.
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Studies on the future of work indicate that, starting in 2020 and onward, a majority of our workforce will be members of Generation Y (UKCES, 2014). This generation of young professionals has specific expectations for their work and careers. Having grown up connected, collaborative, and mobile, they strive for work-life balance and work for organizations that demonstrate strong corporate social responsibility (Paukert et al., 2021; Walker & Lloyd-Walker, 2019).
The section on young project professionals and their careers offers valuable insights into the characteristics and expectations of Generation Y professionals. The discussion of boundaryless careers and the evolving nature of work relationships sheds light on the changing dynamics of the modern workforce. By contextualizing the motivations of young project professionals within broader trends in career development, the authors provide a nuanced understanding of the factors shaping career choices and trajectories in contemporary organizational contexts.
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