Description
Using the topic: “Leveraging I/O psychology principles for talent retention and recruitment” please add on to the literature review using the attached paper 3 assignment and address the below items. **NOTE: Professor recommending not leaning to far into the great resignation as it did not turn out as predicted.**
Assignment Instructions
Follow these guidelines to create your paper. Keep in mind that you are detailing a poster session to be ultimately delivered to your peers—other HR and industrial organizational psychology practitioners from all organizational levels and various industries. Your assignment deliverable needs to logically lay out the theoretical research, and then the practical applications.
Literature Review and Application Paper – Use these points to help guide the creation of your paper. Start with the edited submission from Week 3, incorporating any feedback from your peers and instructor, then expand upon the literature review and add the following sections. Remember that this is merely to help you get started with your paper; you should always strive to be a critical thinker and include pertinent content beyond these guiding points if it will support your paper.
Synthesize the I/O psychology literature and human resource management literature for the selected HR area.
From a broad perspective, what are the similarities and differences between I/O psychology and personnel/HR management in terms of the selected HR area?
Within the narrow perspective of your selected HR area, how does the I/O psychology literature give a theoretical explanation of that HR area?
Use at least 10 peer-reviewed articles. PLEASE USE REFERENCES THAT CAN BE OBTAINED IN US
Describe the current state of the selected HR area and its implications in the workplace using at least two I/O theories as a framework.
What are the current trends and issues that are happening in the workplace that make this HR area critical and relevant to an HR strategy?
How does this affect HR professionals in their daily operations?
How is it affecting the workplace overall and other overarching organizational strategies?
What do all these “signals” mean for I/O and HR? Be sure to include your own professional experiences and observations to bring these discussion points to life.
Apply three ways in which psychological tools and methods can be used to address personnel/human resource management issues.
How do psychological tools and research methods inform the practices used in personnel/HR management?
What are three ways in which the I/O principles can be used to address the selected HR area in the workplace?
Identify applicable tools and methods (assessments, technology, surveys, et cetera). What are the strengths and limitations of these tools?
What is the efficacy of these tools as applied to individuals, groups or teams, and organizations?
Do you have professional experience and observations with these tools and application of them (either as a participant or as an administrator of the tool)? If you do, be sure to include these anecdotes.
Recommend future research directions and practical applications in the workplace.
What are gaps that you see in the current research?
What HR needs are still not addressed sufficiently? How about specifically for your selected HR area?
How can the I/O psychologists and HR professionals continue to collaborate and leverage each other’s areas of expertise?
In Week 10, you will be submitting an infographic depicting I/O and HR management. In your assignment, Literature and Application Paper, use a bold font to highlight key terms and ideas that you intend to use in the infographic. This strategy can help you focus the key recommendations and applications from the research that you want to remember when you get to the final stage of this project (which involves drilling down to the talking points for your poster presentation). If you have not reviewed the I/O + HR Infographic assignment, take time during week to read the assignment and then ask your instructor about anything that is not clear.
Unformatted Attachment Preview
HRM Topic Selection and Literature Review
Strategies for Talent Retention and Recruitment: Harnessing I/O Psychology in the PostPandemic Era
Amber Wells
10/29/2023
PSY6740 – Industrial/Organizational Psychology Practices in Human Resource
Management
Capella University
Leveraging I/O Psychology Principles for Talent Retention
and Recruitment
Introduction
The Great Resignation, a seismic labor force shift that began in September 2021,
witnessed an astonishing “4.4 million American workers quitting their jobs”, disrupting
traditional notions of employment and talent management (Tessema et al., 2022). Several
interconnected factors contributed to this phenomenon, with the COVID-19 pandemic
playing a pivotal role. The pandemic provided individuals with the time and impetus to
reevaluate their career choices, instilling fear of infection at workplaces and escalating
employee stress levels (Kruse et al., 2023). Moreover, the rapid adoption of hybrid and
remote work arrangements further redefined the work landscape, influencing how
individuals viewed their career options. In an employee-driven labor market, workers
began to prioritize better pay, benefits, and flexibility, challenging organizations to adapt
their talent management strategies to attract and retain top talent. Simultaneously, the
Great Resignation underscored a critical lack of required organizational support for
employees, with issues like work-life balance taking the forefront. In this context,
reimagining talent management strategies becomes imperative, as organizations navigate
a shifting employment landscape and address the growing demand for better support,
balance, and opportunities among their workforce (Tessema et al., 2022). In light of these
profound changes, this literature review delves into the pivotal role of IndustrialOrganizational (I/O) psychology in guiding and shaping organizational responses to the
Great Resignation. By examining the application of I/O psychology principles, theories,
2
and tools, this review seeks to illuminate the innovative strategies employed by
organizations to address the Great Resignation’s implications, and the consequent shifts
in talent retention and recruitment practices
I/O Psychology and Human Resources Management
The collaboration between organizational psychologists and HR specialists is at
the core of driving organizational success. One of the most significant areas of this
collaboration is the development of recruitment and selection processes (Gupta, 2022). It
is evident that psychology and HR are deeply intertwined, with each complementing the
other. HR serves as the dependent variable, responding to the evolving needs of the
organization, while psychology, as the independent variable, lays the foundation for
understanding human behavior in the workplace. In the contemporary organizational
landscape, the central requirements revolve around motivation, training, and learning,
making these elements vital to the partnership between psychology and HR (Gupta,
2022). The impact of HRM on talent and performance management is both direct and
indirect, highlighting the crucial role of HR in fostering employee success. With a shared
vision and common goals, psychology and human resources jointly address issues such as
motivation, problem-solving, critical thinking, and attention, which all fall under the
purview of cognitive psychology. Organizational psychology, in particular, offers
invaluable insights into individuals’ actions, thoughts, and emotions related to their work
experiences, thereby providing guidance on how to optimize people management within
the organizational context, ultimately contributing to overall success.
Psychological Theories
3
In the ever-evolving landscape of the post-pandemic work environment and the
challenges posed by the Great Resignation, these psychological theories serve as
invaluable compasses for organizations seeking guidance. The Job Demands-Resources
(JD-R) model accentuates the delicate equilibrium between workplace demands and the
resources available, shedding light on the pivotal role of resources in upholding employee
well-being, attitudes, and performance. On the other hand, Self-Determination Theory
(SDT) provides a fine understanding of the multifaceted motivations that drive
individuals. This theory urges organizations to finely calibrate their strategies to foster
improved employee well-being, attitudes, and overall performance.
The JD-R model, as demonstrated by Demerouti and her colleagues (2023),
places a spotlight on the intricate relationship between motivation and stress within the
workplace. It acknowledges that the pandemic has significantly elevated job demands,
such as work pressure, magnifying the necessity of resources in mitigating their adverse
effects. Furthermore, this expanded JD-R theory recognizes that employee well-being is
not solely influenced by high job demands but also by the dynamic interplay of demands
across various life domains (Ali et al., 2020). As organizations grapple with the
uncertainties of the post-pandemic era, this model underscores the vital importance of
striking a balance between demands and resources to uphold employee well-being and
performance.
Moreover, the Self-Determination Theory (SDT), originally conceptualized by
Deci and Ryan, emerges as an invaluable framework for comprehending the
repercussions of job insecurity, engagement, and overall performance. As expounded by
Ryan and colleagues (2020), SDT posits that individuals exhibit intrinsic motivation
4
when their psychological needs for autonomy, competence, and relatedness are
adequately addressed. In the context of the Great Resignation, this study underscores that
job insecurity can detrimentally impact engagement and performance, aligning with
existing literature highlighting emotional exhaustion and burnout. However, the research
delves deeper to reveal that pro-socially motivated support and assistance can act as a
substantial buffer against the adverse effects of job insecurity (Van den Broeck et al.,
2021). Therefore, for organizations grappling with the intricacies of employee retention
and recruitment in the post-pandemic landscape, it becomes paramount to cultivate a
work environment that nurtures pro-social behavior and intrinsic motivation, as these
factors significantly contribute to sustaining employee engagement and enhancing overall
performance.
To further emphasize the value of SDT, the research conducted by Liu et al.
(2020) unveils the pivotal connections between autonomy support, work motivation, and
employee health. By prioritizing the fulfillment of employees’ psychological needs and
creating autonomy-supportive climates, organizations can enhance the well-being and
motivation of their workforce. This is particularly significant as intrinsic motivation
emerges as a potent driver of optimal employee functioning, making it a focal point for
organizations in their quest to retain and attract talent. It is not solely intrinsic motivation
but also the recognition of different types of motivation within SDT that requires
attention. Organizations should discern between intrinsic motivation and identified
regulation depending on their desired outcomes. The study underscores the significance
of not only making jobs more engaging but also creating meaning in work and increasing
5
the perceived impact of employees’ contributions, thus fostering an atmosphere of greater
well-being and efficacy.
In the complex landscape of the post-pandemic work environment and the
formidable Great Resignation challenge, these psychological theories provide invaluable
direction. The Job Demands-Resources (JD-R) model brings forth a critical focus on
achieving a delicate balance between the demands placed on employees and the resources
available to them. On the other hand, Self-Determination Theory (SDT) delves into the
intricate realm of motivations, offering organizations insights to fine-tune their strategies
for the betterment of employee well-being, attitudes, and overall performance.
Foundational Models, Concepts, and Practices
The theme of prioritizing employee well-being has taken center stage in recent
research. With organizations grappling with talent retention and recruitment challenges
amidst the Great Resignation, there’s a growing focus on fostering work environments
that place a premium on the health and satisfaction of employees. This emphasis on
enhancing well-being finds resonance within both the realms of I/O psychology and HR
management. HR practices have progressively recognized the significance of well-being
programs and strategies in not only attracting but also retaining talent. Notable research
conducted by Weng et al. (2023) underscores the importance of implementing various
policies such as avoiding overtime requirements, discouraging after-hours work-related
communications, offering flexible work arrangements, and encouraging employees to
take reasonable vacations. These policies are instrumental in enhancing employee wellbeing and motivation. This shared emphasis on well-being reflects the synergy between
6
I/O psychology and HR management in addressing the evolving dynamics of the
workforce.
The Self-Determination Theory (SDT) delves into the psychological
underpinnings of human behavior, with a particular focus on intrinsic and extrinsic
motivation. A central tenet of SDT is the promotion of intrinsic motivation, closely
linked to optimal employee performance. SDT acknowledges that the different forms of
motivation have distinct impacts on well-being, attitudes, and behavior, offering valuable
insights for HR professionals when crafting strategies for talent retention and recruitment
(Van den Broeck, 2021).
In the realm of HR management, trends and practices aligned with SDT are
centered on creating work environments that align with the theory’s principles. As
exemplified by research conducted by Liu et al. (2020), organizations apply SDT
principles to cultivate autonomous motivation among employees, resulting in positive
impacts on their well-being. This aligns with the broader trend in HR practices,
underscoring the importance of not just relying on extrinsic rewards but understanding
and enriching the quality of employee motivation. By drawing on insights from SDT,
organizations strive to tackle the challenges posed by the Great Resignation by fostering
workplace cultures that nurture intrinsic motivation and well-being, ultimately
contributing to talent retention in a post-pandemic work environment.
An exploration of the overlaps and distinctions between the Job DemandsResources (JD-R) model and Self-Determination Theory (SDT) offers valuable insights.
Both models place strong emphasis on the critical role of employee well-being in
achieving optimal performance and retaining talent. Additionally, concepts like employer
7
branding and Employee Value Proposition (EVP) play pivotal roles in talent retention
and recruitment during the Great Resignation. These concepts underscore the importance
of employee well-being and the value an organization provides, reflecting the principles
of I/O psychology. Recent research underscores the vital role of employer branding
programs in attracting top talent and enhancing employer brand visibility and
attractiveness (Kucherov et al., 2022). An effective EVP forms the bedrock of the
employer brand, promising what sets an organization apart as an attractive place to work.
As highlighted by Tessema et al. (2022), an effective EVP must strike the right balance in
terms of magnitude, align with employee preferences, and possess a distinctive appeal
that captures the hearts and minds of employees. Although creating an EVP that resonates
with employees may entail costs, the benefits in terms of attracting, retaining, and
enhancing employee performance far outweigh these expenses. Failing to design an
effective EVP significantly diminishes an organization’s ability to retain employees
effectively.
Psychological Tools, Methods, and Practices
Amidst the challenges of talent retention and recruitment during the Great
Resignation, psychological tools and practices emerge as invaluable allies in bridging the
divide between HR theory and practical application. Among these, two key instruments
shine brightly: employee surveys and performance appraisals.
Employee surveys serve as a potent means of gaining insight into the sentiments,
attitudes, and concerns of employees. Rooted in psychological principles, these surveys
provide organizations with a window into factors impacting employee satisfaction,
engagement, and the risk of attrition (Macey et al., 2020). However, the true value of
8
employee surveys emerges when the feedback collected is acted upon. Neglecting this
crucial step may have detrimental effects on work attitudes, potentially exacerbating the
challenges posed by the Great Resignation (Huebner et al., 2022). Effective deployment
necessitates well-constructed surveys with clear and relevant questions, alongside a firm
commitment to translating the findings into actions. Failing to address concerns raised
through surveys can lead to disengagement among employees.
Performance appraisals are another cornerstone of evaluating employee
contributions and potential. Research by Gorman, Meriac, Roch, Ray, and Gamble (2017)
indicates that a substantial majority of Fortune 500 firms in the United States utilize
formal performance appraisals as a central component of their HR management strategy
(Murphy, 2019). These appraisals, built on psychological principles of feedback and
reinforcement, offer a platform for assessing employee achievements, pinpointing areas
for growth, and establishing future objectives. While informed by job analysis and
established criteria, the effectiveness of performance appraisals depends on their
alignment with broader HR strategies and organizational objectives (Bayo et al., 2021).
Without clear connections between performance assessments and employee development
plans or reward systems, these evaluations can become demotivating, resulting in reduced
morale and potentially contributing to attrition.
It’s imperative to continuously evaluate the efficacy of these tools and practices.
Employee surveys should not merely serve as data collection exercises; they should lead
to meaningful actions that address employee concerns and enhance their well-being,
drawing upon psychological theories to shape effective interventions. Similarly,
performance appraisals should translate into tangible steps, such as targeted training,
9
development initiatives, goal-setting, or recognition programs, all in harmony with
psychological principles of motivation and reinforcement. In the post-pandemic work
landscape, where retaining talent is of utmost importance, these tools and practices must
be employed mindfully, leveraging the latest insights from I/O psychology to effectively
address the challenges posed by the Great Resignation.
Conclusion
In summary, the Great Resignation has marked a significant transformation in the
labor force, predominantly instigated by the far-reaching consequences of the COVID-19
pandemic. This profound phenomenon has compelled organizations to reevaluate their
talent management strategies, as they adjust to an ever-evolving job market where
employees increasingly prioritize aspects like compensation, benefits, and flexibility.
Notably, the Great Resignation has accentuated the vital significance of addressing worklife balance and adopting a holistic approach to supporting employees, bringing these
issues to the forefront of workforce management.
Two prominent psychological theories, namely the Job Demands-Resources (JDR) model and Self-Determination Theory (SDT), have emerged as invaluable frameworks
for comprehending the intricate dynamics introduced by the Great Resignation. The JD-R
model underscores the importance of striking a harmonious balance between the demands
placed on employees and the resources made available to them to safeguard their wellbeing and enhance their performance. In contrast, SDT places intrinsic motivation at the
forefront in fostering engagement and performance, particularly in the context of job
insecurity. It becomes apparent that nurturing autonomy, competence, and relatedness
among employees can significantly enhance their well-being and motivation.
10
Moreover, the overarching theme of prioritizing employee well-being permeates
both I/O psychology and HR management. The implementation of policies that place
employee well-being at the core, such as discouraging excessive work hours,
championing work-life balance, and offering flexible work arrangements, has gained
significant traction. These policies resonate strongly with the principles of SDT,
emblematic of the growing synergy between I/O psychology and HR management in
responding to the evolving landscape of the workforce.
Within the realm of HR management, the concepts of employer branding and
Employee Value Proposition (EVP) have risen to prominence as indispensable tools for
talent retention and recruitment. Effective EVPs, when thoughtfully aligned with
employee preferences and possessing a distinctive appeal, play a pivotal role in not only
attracting but also retaining talent. The failure to craft an effective EVP can significantly
hinder an organization’s ability to retain employees effectively, underscoring the
paramount importance of these concepts.
Finally, the deployment of psychological tools and practices, particularly
employee surveys and performance appraisals, is instrumental in bridging the gap
between HR theory and its practical application. Employee surveys serve as potent
instruments for gaining insights into employee sentiments and concerns. Nevertheless,
their true value becomes evident when organizations act upon the feedback they receive.
Similarly, performance appraisals, rooted in psychological principles, are indispensable
for evaluating employee contributions and potential. However, their effectiveness hinges
on their alignment with broader HR strategies and the overarching objectives of the
organization.
11
References
Ali, Z., & Mehreen, A. (2020). An empirical investigation of predicting employee
performance through succession planning: The job demands and resources
perspective. [Predicting employee performance] Evidence – Based HRM, 8(1),
79-91. https://doi.org/10.1108/EBHRM-11-2018-0069
Bayo-Moriones, A., Galdon-Sanchez, J. E., & Martinez-de-Morentin, S. (2021). Business
strategy, performance appraisal and organizational results. Personnel Review,
50(2), 515-534. https://doi.org/10.1108/PR-09-2019-0498
Demerouti, E., & Bakker, A. B. (2023). Job demands-resources theory in times of crises:
New propositions. Organizational Psychology Review, 13(3), 209-236.
https://doi.org/10.1177/20413866221135022
Gupta, A., & Saxena, N. (2022). The role of psychology in human resource management:
A study of the changing needs in managing workforce in organizations. The
ICFAI Journal of Soft Skills, 16(1), 7-22.
Huebner, L., & Zacher, H. (2022). Effects of action planning after employee surveys.
Journal of Personnel Psychology, 21(1), 23-36. https://doi.org/10.1027/18665888/a000285
12
Kruse, G. C., & MDiv, B. T. (2023). A movement to redefine our relationship with work.
American Journal of Health Promotion, 37(4), 579-582.
https://doi.org/10.1177/08901171231159711e
Kucherov, D. G., Tsybova, V. S., Yu. Lisovskaia, A., & Alkanova, O. N. (2022). Brand
orientation, employer branding and internal branding: Do they effect on
recruitment during the COVID-19 pandemic? Journal of Business Research, 151,
126-137. https://doi.org/10.1016/j.jbusres.2022.06.053
Liu, Y., Raza, J., Zhang, J., Zhu, N., & Gul, H. (2022). Linking autonomy support and
health at work: The self-determination theory perspective: Research and Reviews.
Current Psychology, 41(6), 3651-3663. https://doi.org/10.1007/s12144-02000884-0
Macey, W. H., & Fink, A. A. (Eds.). (2020). Employee surveys and sensing: Challenges
and opportunities.
Murphy, K. R. (2020). Performance evaluation will not die, but it should. Human
Resource Management Journal, 30(1), 13-31. https://doi.org/10.1111/17488583.12259
Ryan, R. M., & Deci, E. L. (2020). Intrinsic and extrinsic motivation from a selfdetermination theory perspective: Definitions, theory, practices, and future
directions. Contemporary educational psychology, 61, 101860.
13
Tessema, M. T., Tesfom, G., Faircloth, M. A., Tesfagiorgis, M., & Teckle, P. (2022). The
“great resignation”: Causes, consequences, and creative HR management
strategies. Journal of Human Resource and Sustainability Studies, 10(1), 161-178.
Van den Broeck, Howard, J. L., Van Vaerenbergh, Y., Leroy, H., & Gagné, M. (2021).
Beyond intrinsic and extrinsic motivation: A meta-analysis on self-determination
theory’s multidimensional conceptualization of work motivation. Organizational
Psychology Review., 11(3), 240–273.
https://doi.org/10.1177/20413866211006173
Weng, T., Shen, Y., & Kan, T. (2023). Talent sustainability and development: How talent
management affects employees’ intention to stay through work engagement and
perceived organizational support with the moderating role of Work–Life balance.
Sustainability (Basel, Switzerland), 15(18), 13508.
https://doi.org/10.3390/su151813508
14
HRM Topic Selection and Literature Review
Strategies for Talent Retention and Recruitment: Harnessing I/O Psychology in the PostPandemic Era
Amber Wells
10/29/2023
PSY6740 – Industrial/Organizational Psychology Practices in Human Resource
Management
Capella University
Leveraging I/O Psychology Principles for Talent Retention
and Recruitment
Introduction
The Great Resignation, a seismic labor force shift that began in September 2021,
witnessed an astonishing “4.4 million American workers quitting their jobs”, disrupting
traditional notions of employment and talent management (Tessema et al., 2022). Several
interconnected factors contributed to this phenomenon, with the COVID-19 pandemic
playing a pivotal role. The pandemic provided individuals with the time and impetus to
reevaluate their career choices, instilling fear of infection at workplaces and escalating
employee stress levels (Kruse et al., 2023). Moreover, the rapid adoption of hybrid and
remote work arrangements further redefined the work landscape, influencing how
individuals viewed their career options. In an employee-driven labor market, workers
began to prioritize better pay, benefits, and flexibility, challenging organizations to adapt
their talent management strategies to attract and retain top talent. Simultaneously, the
Great Resignation underscored a critical lack of required organizational support for
employees, with issues like work-life balance taking the forefront. In this context,
reimagining talent management strategies becomes imperative, as organizations navigate
a shifting employment landscape and address the growing demand for better support,
balance, and opportunities among their workforce (Tessema et al., 2022). In light of these
profound changes, this literature review delves into the pivotal role of IndustrialOrganizational (I/O) psychology in guiding and shaping organizational responses to the
Great Resignation. By examining the application of I/O psychology principles, theories,
2
and tools, this review seeks to illuminate the innovative strategies employed by
organizations to address the Great Resignation’s implications, and the consequent shifts
in talent retention and recruitment practices
I/O Psychology and Human Resources Management
The collaboration between organizational psychologists and HR specialists is at
the core of driving organizational success. One of the most significant areas of this
collaboration is the development of recruitment and selection processes (Gupta, 2022). It
is evident that psychology and HR are deeply intertwined, with each complementing the
other. HR serves as the dependent variable, responding to the evolving needs of the
organization, while psychology, as the independent variable, lays the foundation for
understanding human behavior in the workplace. In the contemporary organizational
landscape, the central requirements revolve around motivation, training, and learning,
making these elements vital to the partnership between psychology and HR (Gupta,
2022). The impact of HRM on talent and performance management is both direct and
indirect, highlighting the crucial role of HR in fostering employee success. With a shared
vision and common goals, psychology and human resources jointly address issues such as
motivation, problem-solving, critical thinking, and attention, which all fall under the
purview of cognitive psychology. Organizational psychology, in particular, offers
invaluable insights into individuals’ actions, thoughts, and emotions related to their work
experiences, thereby providing guidance on how to optimize people management within
the organizational context, ultimately contributing to overall success.
Psychological Theories
3
In the ever-evolving landscape of the post-pandemic work environment and the
challenges posed by the Great Resignation, these psychological theories serve as
invaluable compasses for organizations seeking guidance. The Job Demands-Resources
(JD-R) model accentuates the delicate equilibrium between workplace demands and the
resources available, shedding light on the pivotal role of resources in upholding employee
well-being, attitudes, and performance. On the other hand, Self-Determination Theory
(SDT) provides a fine understanding of the multifaceted motivations that drive
individuals. This theory urges organizations to finely calibrate their strategies to foster
improved employee well-being, attitudes, and overall performance.
The JD-R model, as demonstrated by Demerouti and her colleagues (2023),
places a spotlight on the intricate relationship between motivation and stress within the
workplace. It acknowledges that the pandemic has significantly elevated job demands,
such as work pressure, magnifying the necessity of resources in mitigating their adverse
effects. Furthermore, this expanded JD-R theory recognizes that employee well-being is
not solely influenced by high job demands but also by the dynamic interplay of demands
across various life domains (Ali et al., 2020). As organizations grapple with the
uncertainties of the post-pandemic era, this model underscores the vital importance of
striking a balance between demands and resources to uphold employee well-being and
performance.
Moreover, the Self-Determination Theory (SDT), originally conceptualized by
Deci and Ryan, emerges as an invaluable framework for comprehending the
repercussions of job insecurity, engagement, and overall performance. As expounded by
Ryan and colleagues (2020), SDT posits that individuals exhibit intrinsic motivation
4
when their psychological needs for autonomy, competence, and relatedness are
adequately addressed. In the context of the Great Resignation, this study underscores that
job insecurity can detrimentally impact engagement and performance, aligning with
existing literature highlighting emotional exhaustion and burnout. However, the research
delves deeper to reveal that pro-socially motivated support and assistance can act as a
substantial buffer against the adverse effects of job insecurity (Van den Broeck et al.,
2021). Therefore, for organizations grappling with the intricacies of employee retention
and recruitment in the post-pandemic landscape, it becomes paramount to cultivate a
work environment that nurtures pro-social behavior and intrinsic motivation, as these
factors significantly contribute to sustaining employee engagement and enhancing overall
performance.
To further emphasize the value of SDT, the research conducted by Liu et al.
(2020) unveils the pivotal connections between autonomy support, work motivation, and
employee health. By prioritizing the fulfillment of employees’ psychological needs and
creating autonomy-supportive climates, organizations can enhance the well-being and
motivation of their workforce. This is particularly significant as intrinsic motivation
emerges as a potent driver of optimal employee functioning, making it a focal point for
organizations in their quest to retain and attract talent. It is not solely intrinsic motivation
but also the recognition of different types of motivation within SDT that requires
attention. Organizations should discern between intrinsic motivation and identified
regulation depending on their desired outcomes. The study underscores the significance
of not only making jobs more engaging but also creating meaning in work and increasing
5
the perceived impact of employees’ contributions, thus fostering an atmosphere of greater
well-being and efficacy.
In the complex landscape of the post-pandemic work environment and the
formidable Great Resignation challenge, these psychological theories provide invaluable
direction. The Job Demands-Resources (JD-R) model brings forth a critical focus on
achieving a delicate balance between the demands placed on employees and the resources
available to them. On the other hand, Self-Determination Theory (SDT) delves into the
intricate realm of motivations, offering organizations insights to fine-tune their strategies
for the betterment of employee well-being, attitudes, and overall performance.
Foundational Models, Concepts, and Practices
The theme of prioritizing employee well-being has taken center stage in recent
research. With organizations grappling with talent retention and recruitment challenges
amidst the Great Resignation, there’s a growing focus on fostering work environments
that place a premium on the health and satisfaction of employees. This emphasis on
enhancing well-being finds resonance within both the realms of I/O psychology and HR
management. HR practices have progressively recognized the significance of well-being
programs and strategies in not only attracting but also retaining talent. Notable research
conducted by Weng et al. (2023) underscores the importance of implementing various
policies such as avoiding overtime requirements, discouraging after-hours work-related
communications, offering flexible work arrangements, and encouraging employees to
take reasonable vacations. These policies are instrumental in enhancing employee wellbeing and motivation. This shared emphasis on well-being reflects the synergy between
6
I/O psychology and HR management in addressing the evolving dynamics of the
workforce.
The Self-Determination Theory (SDT) delves into the psychological
underpinnings of human behavior, with a particular focus on intrinsic and extrinsic
motivation. A central tenet of SDT is the promotion of intrinsic motivation, closely
linked to optimal employee performance. SDT acknowledges that the different forms of
motivation have distinct impacts on well-being, attitudes, and behavior, offering valuable
insights for HR professionals when crafting strategies for talent retention and recruitment
(Van den Broeck, 2021).
In the realm of HR management, trends and practices aligned with SDT are
centered on creating work environments that align with the theory’s principles. As
exemplified by research conducted by Liu et al. (2020), organizations apply SDT
principles to cultivate autonomous motivation among employees, resulting in positive
impacts on their well-being. This aligns with the broader trend in HR practices,
underscoring the importance of not just relying on extrinsic rewards but understanding
and enriching the quality of employee motivation. By drawing on insights from SDT,
organizations strive to tackle the challenges posed by the Great Resignation by fostering
workplace cultures that nurture intrinsic motivation and well-being, ultimately
contributing to talent retention in a post-pandemic work environment.
An exploration of the overlaps and distinctions between the Job DemandsResources (JD-R) model and Self-Determination Theory (SDT) offers valuable insights.
Both models place strong emphasis on the critical role of employee well-being in
achieving optimal performance and retaining talent. Additionally, concepts like employer
7
branding and Employee Value Proposition (EVP) play pivotal roles in talent retention
and recruitment during the Great Resignation. These concepts underscore the importance
of employee well-being and the value an organization provides, reflecting the principles
of I/O psychology. Recent research underscores the vital role of employer branding
programs in attracting top talent and enhancing employer brand visibility and
attract
