The interests of organizations and individuals generally do not have conflict with each other. Often, precisely the circumstances and ways of working which will benefit individuals will also enhance the very things which are beneficial for organizations such as people's creativity, productivity, cooperativeness, and commitment (Gagné & Deci, 2014; Baard, Deci & Ryan, 2004; Deci et al., 2001; Hardré & Reeve, 2009). Recent research (Ryan, et al., 2010) suggests that many work environments and jobs are structured in ways that frustrate the satisfaction of the needs for autonomy, competence, and relatedness. This leads to the situation that people not only feel to well in their work; they also do perform to well and feel less committed to the organization and its goals
By deliberately focusing on respecting and supporting employees' basic needs for autonomy, competence and relatedness within organizations we can create the conditions in which people can do work that intrinsically motivated them and in which people can internalize the values, norms, and goals of the organizations. The figure below summarizes this mechanism.
Fortunately, research has revealed a lot about how basic needs can be supported. The table below gives examples of how this can be done.