Integrating Self-Determination Theory into HR Practices: Implications for Employee Performance in Banking

Abstract: This study examines at how Self-Determination Theory (SDT) is incorporated into Human This research looks into how Self-Determination Theory (SDT) is incorporated into banks HR procedures and considers how it might improve worker performance. SDT provides a theoretical framework for comprehending how motivation affects behavior and performance in the workplace by emphasizing autonomy, competence, and relatedness. With its high pressure and performance expectations, the banking industry can greatly benefit from HR strategies that encourage intrinsic motivation and create a more engaged and effective workforce. This research study looks at how HR procedures based on SDT can affect worker motivation and output in banking organizations using secondary data from earlier studies, case studies, and organizational reports. The results show that when HR methods put an emphasis on relatedness—by creating supportive relationships—competence—by ensuring ongoing training and development—and autonomy—by giving workers more control over their tasks—employee satisfaction and performance increase. Banks can improve employee engagement, lower attrition, and increase overall organizational performance by incorporating SDT principles into HR procedures. This study emphasizes how crucial it is to match HR tactics with SDT in order to establish a work atmosphere that inspires people to provide their best effort. It emphasizes SDT's capacity to mold HR procedures that support workers' professional development and well-being in addition to achieving organizational goals. The study concludes by indicating that SDT-based HR procedures can be crucial in creating a driven, productive workforce in the banking industry.