The road to PMP: HRM strategies to support employee motivation and certification outcomes

Purpose Project Management Professional (PMP®) certification is globally recognised as a vital yet challenging qualification. However, many candidates fail to complete the certification, raising critical questions for human resource management practitioners focused on maximising employee and organisational outcomes. Using self-determination theory (SDT), this study aims to investigate the factors that encourage or discourage candidates from pursuing or forgoing PMP® certification post-training. Design/methodology/approach Using a sample of PMP® trainees (n = 207) in the USA, structural equation modelling shows that variables related to the three basic needs of autonomy, relatedness and competence support motivation. Findings Results show that autonomy-supportive training and a growth mindset are key predictors of certification success, while excessive managerial involvement may hinder motivation. Originality/value PMP ® success is currently framed as a highly individualised effort. Yet, using the SDT and Grit lens, this study shows that personal traits and the training environment shape PMP® certification. This extends workplace learning literature by identifying autonomy-supportive instruction and growth mindset as key predictors of certification success.