Selbstbestimmung und Motivation bei der Projektarbeit – Eine empirische Analyse zum souveränen Arbeitshandeln

This article from the Journal Gruppe. Interaktion. Organisation (GIO) displays central results of two empirical studies as well as resulting recommendations for action. The subject of those studies was the self-determination of work and working hours—in the sense of work (time) sovereign acting—, which has been conducted on behalf of the Deutsche Gesellschaft für Projektmanagement e.V (German Association of project management e. V.) in the years 2015 and 2020. Background of the article is the fact, that the continuous digital transformation increasingly changes the dynamic of knowledge-based work, as well as project work. Therefore, work sovereign acting becomes increasingly important and creates new demands from knowledge-based workers. The results of the studies shown in this article illuminate important aspects of the current design of work (time) sovereignty and in conclusion recommend steps for the creation of motivational work measures. The results of the studies show that sovereignty of work is widespread among employees in knowledge-intensive projects. Measured by potential characteristics of work sovereign activities (self-determination, less hierarchy, independence of time and place), many employees work “largely” or “completely” work-sovereign. In self-assessment it is an even larger proportion that classifies labour activity as “sovereign in work”. This tendency was evident in the first study (2015) and is confirmed in the current study (2020). The pandemic situation has influenced the degree of work sovereignty: employees currently work more independently of time and place and are more self-determined than before the pandemic. Structural changes on the organisational side, such as a reduction or flattening of hierarchies, are not associated with these changes. Results regarding employees show that social integration, the experience of competence and autonomy are central basic needs of self-determined action, which have a significant positive influence on their motivation and are related to self-perceived sovereignty of work. This is therefore an opportunity for organisations to significantly influence the level of action and thus the motivation of employees through measures at the structural level. Sovereign handling with their own work and working time is seen as meaningful as well as a recognition and expression of trust. As a result, the individual responsibility of the employees grows, which promises greater scope for actions. The structural change tends to be seen as positive by employees (2015 & 2020).