In the contemporary landscape of work, where efficiency and rapid adaptation are paramount, a silent threat to employee motivation is gaining increased attention: illegitimate tasks. These tasks, defined as duties perceived as unnecessary or unreasonable relative to an employee’s professional role, have emerged as potent stressors that can erode internal motivation and diminish the perceived meaningfulness of work. A groundbreaking study recently published in the Scandinavian Journal of Psychology delves deeply into how illegitimate tasks interact with the full continuum of self-determination, shedding new light on the psychological dynamics at play.
The study, involving approximately 700 working adults over a span of one year, offers compelling longitudinal insights. It documents a clear decline in work motivation among individuals frequently burdened with illegitimate tasks. Importantly, this is not just a simple cause-effect relationship; the research elucidates a bidirectional interplay where declining motivation and perceptions of illegitimate work continually influence each other. This nuanced understanding underscores the complexity of workplace dynamics beyond surface-level assessments.
From a theoretical standpoint, the investigation draws upon Self-Determination Theory (SDT), a well-established framework that distinguishes between autonomous motivation—where actions are congruent with personal values and interests—and controlled motivation, often driven by external pressures or obligations. Illegitimate tasks disrupt this autonomy, positioning employees in a psychological state where their sense of agency and purpose is compromised. The ramifications are profound, influencing not only individual well-being but potentially cascading to organizational productivity and culture.
The methodology employed was rigorous and designed to capture a wide spectrum of professions, ensuring generalizability across diverse work environments. Participants responded to a series of validated questionnaires at three intervals, offering temporal depth to the data. This approach made it possible to track fluctuations in motivation and perceptions of illegitimate tasks over time, revealing patterns that cross-sectional studies often miss.
Intriguingly, the study also found that employees who initially viewed their work as interesting and valuable tended to experience a reduction in tasks they perceived as illegitimate during the follow-up period. This observation points to a protective psychological mechanism. When individuals possess strong autonomous motivation, they may reframe or integrate less desirable tasks into a broader sense of meaningful work, thereby attenuating their negative impact.
This expanding knowledge about the reciprocal relationship between task perception and motivation holds practical implications for organizational management. Leaders and human resource professionals are called to foster environments that nurture autonomous motivation, emphasizing meaningful engagement and alignment between employee roles and values. A workplace culture that supports such integration may buffer against the demotivating effects of illegitimate tasks.
Notably, the study signals an urgent need to understand the evolving nature of illegitimate tasks in the context of modern trends such as automation, artificial intelligence, and efficiency-driven reforms. These technological transformations can unwittingly increase burdening administrative or seemingly irrelevant tasks, threatening to exacerbate employees’ negative perceptions. As the research points out, identifying which elements within these changes might shield workers from perceiving tasks as illegitimate is paramount.
The role of the work community also emerges as a vital factor in mitigating the detrimental effects of illegitimate tasks. Supportive colleagues, transparent communication, and participative decision-making processes contribute to a sense of shared purpose and may alleviate feelings of unfairness or alienation. This relational dimension complements individual motivational factors, highlighting the multifaceted nature of workplace well-being.
Despite these advances, the authors emphasize that the field still faces significant gaps. There is a relative paucity of research addressing what specifically constitutes illegitimate tasks across various professions, and how cultural and organizational contexts shape these perceptions. The study advocates for further interdisciplinary inquiry that combines psychological theory with organizational practice to develop targeted interventions.
Ultimately, this research underscores the critical importance of supporting autonomous motivation amid the shifting tides of contemporary work organization. By doing so, organizations stand not only to protect their workforce from demoralization but to harness greater engagement, creativity, and resilience. As Karkkola, lead author of the study, asserts, “When autonomous motivation and workplace atmosphere are nurtured, employees are more apt to integrate even potentially illegitimate tasks into the broader fabric of their work.”
In conclusion, the emerging portrait of illegitimate tasks paints them not merely as operational nuisances but as significant psychological stressors with profound implications for motivation. This evolving understanding challenges organizations to rethink task design and employee support systems in a holistic manner. With the advent of AI and rapid workplace reforms, there is a compelling imperative for ongoing research and practical innovation to safeguard employee motivation and well-being in the digital age.
Subject of Research: Illegitimate tasks and their impact on work motivation within the framework of self-determination theory.
Article Title: Illegitimate Tasks and Work Motivation: Examining the Full Continuum of Self-Determination
News Publication Date: Information not available (article publication date is 8-Sep-2025)
Web References: http://dx.doi.org/10.1111/sjop.70025
Keywords: Illegitimate tasks, work motivation, self-determination theory, autonomous motivation, workplace stressors, employee engagement, task perception, organizational psychology, AI in workplace, task integration, workplace well-being
