Project Overview

Management practice is informed by fundamental assumptions about human motivation. Two dominant motivation frameworks come from agency theory (AT) – which assumes that humans are self-interested rational beings whose actions should be constrained to achieve organisational goals (which are opposing) – and self-determination theory (SDT) – which assumes that individuals will thrive when they have autonomy to pursue activities and can internalise external goals when their needs are satisfied. Agency theory assumptions dominate the design and implementation of management practices, management education, and even public policy. A research program will demonstrate the consequences of these assumption on employee, manager, and organisational outcomes through surveys of organisational leaders, and use simulations and interventions to test changing motivational assumptions and organisational design, based on self-determination theory, would profoundly transform management practice in the direction of higher engagement, accountability, and flexibility.

Aims

1. How do the motivational assumptions of organisational leaders influence how they design organisations? 
2. How does organisational design influence employee motivation? 
3. How can we design better organisations to optimise employee motivation?

Objectives

Traditional organisational design is called into question to effectively manage organisations in increasingly dynamic environments, taking into consideration new work arrangements (e.g., gig work and remote work) and technology (e.g., remote control, algorithmic management). The dominance of AT has contributed to an over-reliance on controls designed to coerce rather than enable that is not adaptive in a VUCA (volatile, uncertain, complex, and ambiguous) world. Coercive controls limit the range of behaviours employees can enact and limit their decision latitude by directing them to do the work in specific ways, evaluating their performance to correct deviations, and disciplining them through rewards and punishments. Enabling controls, in contrast, communicate goals and promote their internalisation while using participative forms of decision making to best utilize employees’ knowledge and skills. Though these are important acknowledgements, no theoretical explanation is given as to why enabling controls are effective and why coercive controls can cause harm. SDT can answer both questions: motivation internalisation is critical for enabling controls to shape behaviour, and coercive controls can cause harm because they hamper people’s sense of volition. The purpose of this project is to evaluate current management controls in light of these issues, and test modifications of management controls to foster better work motivation, performance, and well-being in employees.

Significance

Because SDT has been shown to better explain human motivation than AT, it would be better, for ethical, societal and socioeconomical reasons, to use SDT to guide organisational designs that foster optimal motivation. First, using SDT assumptions leads to creating work environments that foster a shared connection to higher level goals, driving individuals to consider the outcomes of their actions for multiple stakeholders and speak up about moral issues. The UN’s Sustainable Development Goals and the International Labour Organisation’s principles Meaningful work consider meaningful work to be a basic requirement of organisations, and there is evidence that meaningful work leads to superior organisational performance. Moreover, to meet the challenges facing society, there have been calls for involving workers in decisions which impact their work and their organisations. Repositioning the motivational assumptions which underpin management practice is part of necessary change that allow grand challenges to be broached. Finally, today’s organisations must perform operationally and competitively in an increasingly uncertain world. Finding optimal ways to enhance the dynamic capability of organisations is crucial. The most compelling arguments for rethinking motivational assumptions in this context is the need to consider not only economic considerations but also longer-term societal implications of precarious work. Advances in digital technology have created new pressures on work quality, particularly in the context of gig work where coercion-based management controls are rife. The proposed project will ensure new forms of management and employment are not designed using AT assumptions, which would lead to lowered work quality, income security, health, and well-being at a societal level.

Prof Gagné has two Discovery Project grants that will extend to December 2026 and February 2027 that will provide funding for data collections, and she is developing applications for a Laureate Fellowship and another Discovery Project grant to continue developing this research program on reshaping management practice. The applications will be submitted to align with the end of the two current Discovery Project grants. She is also developing relationships with industry partners with the goal to submit a Linkage Project grant. 

Prof Gagné works at the Future of Work Institute, which has multiple resources to facilitate this research, including an impressive list of industry contacts across various sectors (resources, health, government, finance/banking). Prof Gagné also has an extensive network of international collaborators with whom she will collaborate on subcomponents of this research program, and from which the student will benefit.

An internship may be available for this project. The Future of Work Institute will organise an internship using its multiple industry partner contacts.

• Future Students

• Faculty of Business and Law

• Higher Degree by Research

• Australian Citizen
• Australian Permanent Resident
• New Zealand Citizen
• Permanent Humanitarian Visa
• International Student

• Merit Based

The annual scholarship package, covering both stipend and tuition fees, amounts to approximately $70,000 per year.

In 2024, the RTP stipend scholarship offers $35,000 per annum for a duration of up to three years. Exceptional progress and adherence to timelines may qualify students for a six-month completion scholarship.

A top-up scholarship of a value up to $10,000 per annum may also be available for this position for three years.

Selection for these scholarships involves a competitive process, with shortlisted applicants notified of outcomes by November 2024.

1

All applicable HDR courses.

• English language IELTS level of: 6.5 with no band less than 6.0 
• Bachelor in psychology, organisational behaviour, management, human resource management, strategic management, or organisational theory is required 
• A thesis (honours or master’s) on a psychology/organisational behaviour or related topic with evidence of high performance is required 
• Knowledge of psychology/organisational behaviour, experimental and field research methods, and linear statistical modelling is required 
• Relevant work experience is desirable.

 

Please send your CV, academic transcripts and brief rationale why you want to join this research project via the HDR Expression of Interest form to the project lead researcher, listed below. 

You must be enrolled in a Higher Degree by Research Course at Curtin University by March 2025.

Project Lead: Professor Marylene Gagne