Abstract
Self-determination theory (SDT) is a prominent framework for explaining motivation and positive functioning at work, yet empirical research has largely relied on variable-centred models that assume homogeneous relationships between basic psychological need satisfaction and work outcomes. This approach limits understanding of how employees experience growth and development in qualitatively distinct ways. Addressing this gap, we examined thriving at work which is defined as the joint experience of vitality and learning, through an integrated self-determination and person-centred perspective. Using data from 5,360 employees across diverse industries, we employed a sequential analytical strategy. First, structural equation modelling validated a self-determination-rooted motivational structure, establishing autonomy, competence, and relatedness as a coherent latent system underpinning thriving. Second, latent profile analysis identified five distinct thriving profiles: Low and Imbalanced (5.6%), Moderate-Low and Balanced (22.7%), Average (22.8%), Moderately-High and Imbalanced (7.0%), and High and Balanced (41.9%). BCH auxiliary variable analysis revealed that these profiles were differentially associated with creative self-efficacy, innovation work behaviour, and intrapreneurship, with effect sizes ranging from medium to large (Cohen's d = 0.52–1.87). Critically, both the level and balance of vitality and learning dimensions mattered: employees with balanced profiles at similar overall thriving levels demonstrated more favourable outcomes than those with imbalanced profiles. These findings advance motivational theory by demonstrating that thriving operates as a configurational developmental experience, and they offer practical guidance for designing interventions that foster both dimensions of employee growth simultaneously.