Employees experience the highest levels of motivation and wellbeing when autonomy, competence, and relatedness are equally supported, according to new research from Manchester Metropolitan University Business School.
Drawing on self-determination theory (SDT), the study examined how daily workplace support meets these three basic psychological needs to enhance mental health and job satisfaction. Researchers conducted a diary study involving 85 employees across 10 work days and found that wellbeing improves most when all three needs are satisfied in balance, rather than when one or two dominate.
Dr Ioannis Kratsiotis, lecturer in organisational psychology at Manchester Metropolitan University Business School, said: “We find that employees experience the highest levels of balanced needs satisfaction on days where they receive both higher leader and colleague support.”
The study identified distinct roles in workplace support. Leaders tend to strengthen autonomy and competence, while colleagues better foster relatedness. For example, an employee who enjoys a high degree of independence but lacks social connection benefits more from greater relatedness than from additional autonomy.
The findings also show that positive workplace experiences can extend beyond the office. Balanced satisfaction of psychological needs during the workday enhances overall vitality and wellbeing at home.
The research, co-authored with experts from Trinity College Dublin, Neapolis University Pafos, and Bergische Universität Wuppertal, highlights how supportive work environments influence employee motivation and links between work and home wellbeing.
Self-Determination Theory, developed in the 1980s by psychologists Edward Deci and Richard Ryan, identifies autonomy, competence, and relatedness as essential components of intrinsic motivation.
Using diary entries allowed the researchers to capture day-to-day fluctuations in motivation and support, providing stronger evidence than typical cross-sectional surveys. Participants from various UK sectors recorded structured reflections on their daily experiences.
Balanced satisfaction of psychological needs predicts lower burnout. Data from the UK Office for National Statistics show that 17.1 million working days were lost to work-related stress, depression, or anxiety in 2022–23, underlining the importance of promoting wellbeing at work.
The study recommends several practical strategies for organisations:
- Leaders should focus on supporting the least satisfied need to achieve balance.
- Encourage teamwork and peer interaction to strengthen relatedness.
- Introduce mentoring, training, and collaboration programmes that promote overall balance.
Dr Kratsiotis said: “If competence lags, provide skill development; for relatedness, foster peer bonds.” He also noted that colleague support is particularly vital in hybrid work environments, where social isolation has become more common. Surveys by the Chartered Institute of Personnel and Development show that 40 percent of UK workers report feeling isolated since the pandemic.
Leader training programmes based on SDT principles could be integrated into initiatives such as those offered by the Institute of Leadership and Management. By applying these principles, organisations can help address workplace stress while improving performance.
According to Gallup, disengaged employees cost the UK economy between £52 billion and £67 billion annually in lost productivity. Balancing psychological needs may help reduce absenteeism and increase retention. NHS guidance also links job satisfaction to lower anxiety rates.
