UNIVERSITY OF SOUTH AFRICA (UNISA)
College of Economic and Management Sciences
⋄
IOP3703 ASSESSMENT 01
Semester 1, 2026
⋄
Module Code: IOP3703
Module Name: Career Psychology
Student Name: [Insert Your Name]
Student Number: [Insert Student Number]
Assignment No.: 01
Due Date: [Insert Due Date]
Semester: Semester 1, 2026
Unique Number: [Insert Unique Number]
Submitted in partial fulfilment of the requirements for IOP3703: Career Psychology
at the University of South Africa.
,UNISA | IOP3703 Career Psychology
Question 1: Meaning of Work
Work occupies a central position in human life, not simply as a means of earning a living
but as a primary arena in which people meet fundamental psychological needs and derive
a sense of purpose and identity. The psychology of working framework, developed by Blus-
tein (2006) and refined by colleagues including Allan, Autin, and Duffy (2014), examines how
social class, access to decent work, and psychological need satisfaction together shape
the experience of meaningful work. This question addresses the three basic human needs
fulfilled by work and the sources of work meaning identified by Allan et al. (2014).
1.1 Three Basic Human Needs Fulfilled by Work
Self-determination theory (SDT), originally proposed by Deci and Ryan (2000), identifies three
universal psychological needs that underpin human motivation, well-being, and optimal func-
tioning. Research by Coxen, Van der Vaart, Van den Broeck, and Rothmann (2021), in a sys-
tematic review of diary studies published in Frontiers in Psychology, confirmed that when
these needs are satisfied at work, employees experience higher job satisfaction, affective
commitment, positive affect, and life satisfaction. Conversely, when the needs are frustrated,
employees experience burnout, negative affect, and increased turnover intention. A more re-
cent study by Ding, Olafsen, and colleagues (2025), published in the Journal of Occupational
and Organizational Psychology, applied necessary condition analysis to data from Germany,
the United Kingdom, and the United States and found that satisfaction of all three basic psy-
chological needs is a necessary condition for employees’ intrinsic motivation and vigour at
work.
The three needs are described below.
Need for Autonomy
The need for autonomy refers to the experience of volition, self-governance, and psycholog-
ical freedom in one’s actions (Deci and Ryan, 2000). It is satisfied when a person can make
meaningful choices in how they organise their work, act in ways that are congruent with their
personal values and sense of self, and experience ownership over their behaviour. Autonomy
at work does not require independence from all constraints; rather, it requires that the person
endorse the activities they perform rather than feeling compelled to perform them against
Page 1 of 22
, UNISA | IOP3703 Career Psychology
their will. Workers in roles that allow some discretion over task sequencing, working methods,
and goal-setting experience meaningfully higher levels of autonomy satisfaction than those
in rigidly controlled environments. In South African workplaces, where performance manage-
ment systems and target-driven work cultures are common, the balance between structure
and autonomy is a persistent area of tension for career practitioners.
Need for Competence
The need for competence refers to the experience of efficacy, mastery, and effectiveness
when engaging with tasks (Van den Broeck, Ferris, Chang and Rosen, 2016, as cited in Coxen
et al., 2021). It is fulfilled when people perform their work confidently and develop new skills
that allow for growth and mastery over time. Competence satisfaction rises when work pro-
vides appropriate challenge, clear feedback, and access to the resources needed to perform
well. Without adequate challenge, individuals experience boredom and skill stagnation; when
the challenge exceeds their current ability without support, they experience anxiety and frus-
tration. Career development activities such as mentoring, training, and stretch assignments
directly serve the competence need by expanding the range of tasks a worker can perform
with confidence.
Need for Relatedness
The need for relatedness refers to the desire to feel meaningfully connected to others, to care
and be cared for, and to experience a sense of belonging in one’s work environment (Deci
and Ryan, 2000). It is satisfied through supportive working relationships with colleagues,
a perceived sense of belonging to a team or organisation, and interactions characterised
by warmth and mutual regard. Research reviewed by Coxen et al. (2021) found that related-
ness satisfaction is particularly sensitive to supervisor behaviour and organisational climate:
workplaces where managers show interest in employees’ well-being and where colleagues
interact respectfully generate substantially higher relatedness satisfaction. In diverse South
African workplaces, relatedness across racial, cultural, and generational lines requires deliber-
ate organisational investment, and its absence is one of the more frequently cited drivers of
disengagement and voluntary turnover.
Page 2 of 22
College of Economic and Management Sciences
⋄
IOP3703 ASSESSMENT 01
Semester 1, 2026
⋄
Module Code: IOP3703
Module Name: Career Psychology
Student Name: [Insert Your Name]
Student Number: [Insert Student Number]
Assignment No.: 01
Due Date: [Insert Due Date]
Semester: Semester 1, 2026
Unique Number: [Insert Unique Number]
Submitted in partial fulfilment of the requirements for IOP3703: Career Psychology
at the University of South Africa.
,UNISA | IOP3703 Career Psychology
Question 1: Meaning of Work
Work occupies a central position in human life, not simply as a means of earning a living
but as a primary arena in which people meet fundamental psychological needs and derive
a sense of purpose and identity. The psychology of working framework, developed by Blus-
tein (2006) and refined by colleagues including Allan, Autin, and Duffy (2014), examines how
social class, access to decent work, and psychological need satisfaction together shape
the experience of meaningful work. This question addresses the three basic human needs
fulfilled by work and the sources of work meaning identified by Allan et al. (2014).
1.1 Three Basic Human Needs Fulfilled by Work
Self-determination theory (SDT), originally proposed by Deci and Ryan (2000), identifies three
universal psychological needs that underpin human motivation, well-being, and optimal func-
tioning. Research by Coxen, Van der Vaart, Van den Broeck, and Rothmann (2021), in a sys-
tematic review of diary studies published in Frontiers in Psychology, confirmed that when
these needs are satisfied at work, employees experience higher job satisfaction, affective
commitment, positive affect, and life satisfaction. Conversely, when the needs are frustrated,
employees experience burnout, negative affect, and increased turnover intention. A more re-
cent study by Ding, Olafsen, and colleagues (2025), published in the Journal of Occupational
and Organizational Psychology, applied necessary condition analysis to data from Germany,
the United Kingdom, and the United States and found that satisfaction of all three basic psy-
chological needs is a necessary condition for employees’ intrinsic motivation and vigour at
work.
The three needs are described below.
Need for Autonomy
The need for autonomy refers to the experience of volition, self-governance, and psycholog-
ical freedom in one’s actions (Deci and Ryan, 2000). It is satisfied when a person can make
meaningful choices in how they organise their work, act in ways that are congruent with their
personal values and sense of self, and experience ownership over their behaviour. Autonomy
at work does not require independence from all constraints; rather, it requires that the person
endorse the activities they perform rather than feeling compelled to perform them against
Page 1 of 22
, UNISA | IOP3703 Career Psychology
their will. Workers in roles that allow some discretion over task sequencing, working methods,
and goal-setting experience meaningfully higher levels of autonomy satisfaction than those
in rigidly controlled environments. In South African workplaces, where performance manage-
ment systems and target-driven work cultures are common, the balance between structure
and autonomy is a persistent area of tension for career practitioners.
Need for Competence
The need for competence refers to the experience of efficacy, mastery, and effectiveness
when engaging with tasks (Van den Broeck, Ferris, Chang and Rosen, 2016, as cited in Coxen
et al., 2021). It is fulfilled when people perform their work confidently and develop new skills
that allow for growth and mastery over time. Competence satisfaction rises when work pro-
vides appropriate challenge, clear feedback, and access to the resources needed to perform
well. Without adequate challenge, individuals experience boredom and skill stagnation; when
the challenge exceeds their current ability without support, they experience anxiety and frus-
tration. Career development activities such as mentoring, training, and stretch assignments
directly serve the competence need by expanding the range of tasks a worker can perform
with confidence.
Need for Relatedness
The need for relatedness refers to the desire to feel meaningfully connected to others, to care
and be cared for, and to experience a sense of belonging in one’s work environment (Deci
and Ryan, 2000). It is satisfied through supportive working relationships with colleagues,
a perceived sense of belonging to a team or organisation, and interactions characterised
by warmth and mutual regard. Research reviewed by Coxen et al. (2021) found that related-
ness satisfaction is particularly sensitive to supervisor behaviour and organisational climate:
workplaces where managers show interest in employees’ well-being and where colleagues
interact respectfully generate substantially higher relatedness satisfaction. In diverse South
African workplaces, relatedness across racial, cultural, and generational lines requires deliber-
ate organisational investment, and its absence is one of the more frequently cited drivers of
disengagement and voluntary turnover.
Page 2 of 22
