is a broad theory of motivation in work organizations that maintains the predictions of cognitive evaluation theory but also recognizes the limitations of the theory, such as organizational conditions under which predictions do not apply or are less relevant in real-world settings, which cognitive evaluation theory fails to recognize. The theory differentiates between various types of motivational states, distinguishes the organizational conditions where extrinsic rewards are more effective than intrinsic rewards, examines individual differences in orientation toward intrinsic versus extrinsic motivation and discusses managerial behavior that can enhance intrinsic motivation. Findings from the Deci et al. (1989) study have supported self-determination theory as an approach to work motivation by showing how managers can impact the work attitudes of their employees. The study reported that managerial autonomy support which included provision of options, giving relevant information in a non-autonomous way, acknowledging subordinates' perspectives and cultivating self-initiation resulted in employees having more positive work-related attitudes such as higher level of job satisfaction and increased level of trust in corporate management. Controversy The overjustification effect is controversial because it challenges previous findings in psychology on the general effectiveness of reinforcement on increasing behavior, and also the widespread practice of using incentives in the classroom. These findings fail to account for situations whereby the nature of activities differ, such as in cases where the initial level of intrinsic interest in the activity is very low, introducing extrinsic contingencies may be essential for producing involvement. These conclusions were challenged in a separate meta-analysis which found that tangible rewards offered for outperforming others and for performing uninteresting tasks (in which intrinsic motivation is low) lead to increased intrinsic motivation, and stated that the detrimental effects of rewards on motivation only occur in a specific, restricted set of conditions that could be easily avoided. This set of analyses included both high-interest and low-interest tasks, whereas the original meta-analyses conducted by Deci and colleagues (1999) restricted analyses to tasks in which participants initially had high interest. In fact, a 2001 meta-analysis showed that rewards can increase intrinsic motivation for tasks that initially hold little intrinsic interest. Also, according to Eisenberger and Cameron, claimed negative effects of extrinsic rewards on task interest derived from the Deci study (1971) do not take into consideration that conditions manufactured in laboratory settings that produce these effects are not true reflections of situations in the real world. For example, in the Deci study