Why motivation matters
Human motivation shapes how people work, learn, and live. Psychologists distinguish between two broad types of motivation:
Extrinsic motivation – Driven by external rewards (e.g., pay, recognition).
Intrinsic motivation – Driven by internal interest, enjoyment, and personal meaning.
Research shows that intrinsic motivation leads to better outcomes, including higher performance, resilience, and well-being (Ryan & Deci, 2000; Gagné & Deci, 2005). This is the foundation for creating inspired, value-driven teams.
Self-Determination Theory (SDT)
Self-Determination Theory (SDT) explains how intrinsic motivation thrives when three basic psychological needs are met (Deci & Ryan, 2012):
Autonomy – The need to act with agency and make meaningful choices.
Competence – The need to grow, master skills, and feel effective.
Relatedness – The need to belong, connect, and maintain positive relationships.
When these needs are satisfied, people are more engaged, fulfilled, and motivated at work and in life.
The three needs in detail
Autonomy – Describes the ability to self-direct and make choices aligned with personal values. Overlaps with the concept of an internal locus of control.
Competence – Describes the need to feel capable and master new challenges. Motivation is highest when tasks match an individual’s ability level.
Relatedness – Describes the need to build meaningful connections and feel a sense of belonging.
A meta-analysis of over 100 studies found that meeting these three needs strongly predicts positive work outcomes such as performance, satisfaction, engagement, and reduced burnout (Van den Broeck et al., 2016).
From theory to practice: values as drivers
While SDT provides a powerful framework, it operates at a broad, macro level. To make the theory actionable in talent management, we turn to personal values.
Personality reflects behavioral tendencies.
Values reflect deeper goals, ambitions, and motivations that cut across situations.
Values act as anchors for behavior. When people act in line with their values, they experience higher engagement and well-being (Rich, Lepine & Crawford, 2010; Verplanken & Holland, 2002).
Established frameworks
Two leading models of values inform modern practice:
Schwartz’s Basic Human Values (1994, 2012) – Identifies 10 universal values that guide behavior across cultures.
Holland’s Vocational Interests (1959) – Identifies six preferences that align with different careers. Meeting these preferences is linked to stronger performance and job satisfaction (Schnell, Höge, & Pollet, 2013).
How the Core Values Diagnostic applies this science
The Core Values Diagnostic integrates SDT with insights from Schwartz and Holland. By mapping values to the three psychological needs of autonomy, competence, and relatedness, the model:
Captures what truly drives individuals.
Translates abstract theory into practical insights for work.
Provides organizations with a science-backed way to boost motivation, engagement, and performance.