A single descriptive case study : understanding recruitment leaders’ perceptions of psychological needs related to motivation.


Leaders are the driving force of long-term organizational success. As a result, managers face consistent changes within their roles in the recruitment industry. Those changes include supporting their employees through coaching and development, meeting high-performance organizational needs, and adapting to innovative trends. This single descriptive case study aimed to understand the mid-level leaders’ perception of the three basic psychological needs of autonomy, competence, and relatedness within a high-performance recruitment manager role. This study is important because motivation drives employee satisfaction and minimizes employee turnover and employee burn-out. Furthermore, it is necessary to understand the influence of the psychological needs of autonomy, competence, and relatedness, which are three basic motivational requirements in achieving motivation. Unfortunately, due to the current gap in the existing literature, there is limited research focusing on understanding the perception of the three psychological needs of motivation within the high-performance recruitment industry and from a mid-level leadership perception. The four research participants partook in semi-structured one-on-one video interviews detailing their perceptions of the three basic psychological needs that influence motivation. By understanding the perception of the psychological needs affecting motivation, I understood the employment needs that challenge their motivational drive within the recruitment industry and the recruitment manager role. The literature review within the study identified that leadership style, skill development, and self-fulfillment impact an employee’s ability to succeed within their role confidently. However, resources and strategies tend to be overlooked by organizations due to the nature of leadership hierarchies and role expectations within recruitment. The theoretical framework of the Self-Determination Theory guides the study to understand the psychological needs of autonomy, competence, and relatedness through the participants’ perspectives. The findings ultimately contribute to the knowledge gap, leading to a deeper understanding of the support and guidance required by mid-level leaders to maintain motivation within high-performance-based recruitment, continuously impacting long-term organizational success.