ZN theses put to the test – Part 1

2022 | 7 MIN LESEZEIT

About working together

How do we want to interact? What do we value in our interactions? Jaap Denissen, Professor of Developmental Psychology at Utrecht University, comments on our theses from a scientific perspective.

We believe that a recipe for happier and more committed employees is self-determination and freedom. We clearly rely on trust instead of fixed, hierarchical processes. Only when things are going badly should controlling be tightened individually, and then let go again at the right moment. A "rubber strap relationship" between the company and the individual.

It's nice that this thesis comes first, because my favorite theory from developmental psychology is the so-called self-determination theory. The theory is based on the principle that self-determined people are more motivated, deliver better quality work and are happier. This is because they are intrinsically motivated, i.e. they pursue activities because they are fun or make sense. It even follows from the theory that self-determination is important, especially when things go wrong. After all, the majority of people want to do their work well and are motivated by themselves to correct mistakes. When things go badly, stress usually occurs - and here too, self-determination has proven to be an important protective factor. Nevertheless, a certain amount of control may sometimes be necessary and then this rubber band principle is certainly suitable for keeping this to a minimum.

We believe that there is no one solution, no one salary, no one structure for all employees. Everyone sets individual priorities. We feel strong enough to be able to respond to this.

I think that's great, because my specialty is personality psychology, the science that aims to understand what makes people unique. People react very differently to situations and pursue very different goals in life. It is important to identify and stimulate individual sources. This has very tangible and concrete benefits, both for the individual and for the company. Research has shown that diverse teams, i.e. groups with different views, talents and attitudes, work more successfully - especially in creative professions. And my research shows that people earn a higher salary if they have a job that suits their personality. But that's certainly not the only source of diversity: there's also cultural background, professional training, personal lifestyle, and so on. These and other sources are an important part of an organization's social capital.

We consider the role of a leader to be fluid. Sometimes louder, sometimes quieter, sometimes listening, it changes in the process with the skills, strengths and energy level of the team. We use the intelligence and dynamism of each individual. Our focus is on individual skills. Of course, we also assign roles. However, they are more for the orientation of outsiders.

The question is rather whether leaders are still needed at all? If the roles in the team are constantly changing and status and influence depend on situational skills, leadership in the team can also pass to other people. A strong personality can withstand this and draws more strength from the team's success and enjoyment of work than from their own status. The future belongs to a leadership style that sees itself more as coaching and advising.

When the personal "Why?" is as close as possible to the company "Why?", every employee is intrinsically motivated. The company draws great strength from this and gains a long-term motivated team.

Murray Barrick, a leading US management researcher, says exactly that with his „Theory of Meaningful Behavior“. His theory suggests that people are motivated differently and function best in an environment that optimally satisfies this motivation. The research mentions two aspects of this: Firstly, that it is difficult to find out what essentially drives you. Finding this out requires time, patience and a willingness to experiment. Secondly, that a "perfect match" also requires employees to play a proactive role. In the context of so-called job crafting, it is important to find your own freedom within the professional framework conditions, to create motivating and suitable working conditions.

This article is from our BAM Magazine. Find out more about it here.

Prof. Dr. Jaap Denissen

University Utrecht

Psychologisches Wachstum ist einer von Jaaps Schwerpunkten. Als Professor für Entwicklungspsychologie untersucht er psychologische Veränderungen im Laufe des Lebens und hat auch schon Erfolgsrezepte für das (glückliche und erfolgreichere) Arbeitsleben beleuchtet. Sein Hauptziel ist es, dass jeder Mensch sich wie „die richtige Person am richtigen Platz“ fühlen kann.

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2023-07-09