Self-Determination Theory (SDT) is a theory proposed in 1985 by American psychologists Edward L. Deci and Richard M. Ryan, which explains human needs and how they lead to motivation—or, conversely, to a decline in motivation.

  SDT argues that people can carry out their work most proactively and sustainably when intrinsic motivation is activated, and that such intrinsic motivation emerges when basic psychological needs are satisfied. These basic needs are autonomy, competence, and relatedness, and they are frequently applied in workplace contexts as well.

  This framework is also closely connected to the career design of persons with disabilities and their sense of satisfaction at work. This is because, in many cases, differences in how work is carried out and how environments need to be adjusted can lead persons with disabilities to hesitate to engage actively in the labor market, resulting in reduced motivation.

Autonomy

  Persons with disabilities need to have a high level of understanding of the work methods and environments in which they can perform, and to be able to choose them.

  When persons with disabilities are unable to perform their work, it does not occur solely because of disability-related limitations. Rather, it occurs when they are not provided with appropriate work methods and environments—that is, when they are required to follow the dominant ways of working uncritically. This can cause psychological discouragement, making a person feel that they must merely follow passively rather than adapt in a meaningful way.

  Therefore, it is necessary to ensure work methods and environments that enable persons with disabilities to perform their work most efficiently. In addition, greater synergy is achieved when persons with disabilities themselves sufficiently understand which methods and environments suit them.

Competence

  If the autonomy described above is ensured, it has already been demonstrated through various cases that persons with disabilities can achieve meaningful outcomes in their work and be recognized for them.

  Successfully solving tasks and experiencing achievement provides persons with disabilities with significant psychological rewards, and it creates opportunities to confirm their work capabilities beyond disability. Work capability is not necessarily limited by disability; rather, it can be transformed into different forms. If one clearly identifies what cannot be done and, instead, maximizes effectiveness in what can be done, persons with disabilities can develop a growing sense that they, too, can fulfill a role in the workplace.

Relatedness

  Such self-understanding and self-efficacy ultimately support a strong sense of belonging and deep relatedness within a group.

  One of the major anxieties and fears that persons with disabilities often experience is the possibility of not being accepted into an organization—or, further, of being excluded. As a result, although they may try to carry out a role within a group, the reduced motivation described above can persist.

  However, when a person is able to play their role sufficiently within a group and receives encouragement and support, they can move beyond merely feeling that they “belong” and instead experience a genuine sense of expanding relatedness.

In Closing

  Ultimately, what it means for a person with a disability to be able to work in the workplace goes beyond the simple question of whether someone can work or not. It lies in knowing who one is in an appropriate way, and at the same time, expressing that self through the right methods.

  This requires effort from everyone, beyond the distinction between persons with and without disabilities. Persons with disabilities need to clearly distinguish what they cannot do and understand which methods and environments can maximize their capabilities. At the same time, persons without disabilities should view disability not merely as a limitation, but through the lens of relatedness and accessibility for creating a better workplace.

  Rather than approaching this from the perspective of who should provide more accommodation or adjust more, it would be more appropriate to approach it from the perspective that everyone should make efforts to understand and work together.