GOAL SETTING AND JOB DESIGN APPROACHES TO MOTIVATION

Goal Setting and Motivation Goal setting is a useful method of enhancing employee performance. From a motivational perspective, a goal is a desirable objective. Goal setting, as a theory of motivation, assumes that behavior is a result of conscious goals and intentions.

Goals are useful for two purposes: Goals provide a useful framework for managing motivation. Managers and employees can set goals for themselves and then work toward them. Goals are an effective control device; control is monitoring by management of how well the organization is performing.

GOAL SETTING: Four Key Parts Goal Difficulty Is the extent to which a goal is challenging and requires effort. Difficult, yet realistic, goals are the most effective. Goal Specificity Is the clarity and precision of a goal. Specific, rather than vague, goals are the most effective.

GOAL SETTING: Four Key Parts Goal Acceptance Is the extent to which persons accept goals as their own. Goal Commitment Is the extent to which a person is personally interested in reaching a goal.

The Goal-Setting Theory of Motivation

Broader Perspectives on Goal Setting Overall Goals Subsidiary/Unit Goals Subordinate Goals Review and Revise Subordinate Goals

Management By Objectives (MBO) A collaborative goal-setting process through which organizational goals cascade down throughout the organization. MBO programs help implement goal-setting theory on a systematic basis throughout the organization.

Goal Setting and Motivation DO THESE IDEAS TRANSFER TO OTHER CULTURES? ARE DIFFICULTY, SPECIFICITY, ACCEPTANCE, AND COMMITMENT IMPORTANT IN ALL CULTURES?

Job Characteristics Model Five Job Characteristics Skill variety Task identity Task significance Autonomy Feedback Three Critical Psychological States Growth Need Strength Experienced meaningfulness of work Experienced responsibility for work outcomes Knowledge of actual work results Personal and Work Outcomes High internal work motivation High quality work performance High satisfaction with the work Low absenteeism and turnover

Job Characteristics Theory Core Job Dimensions Skill Variety The degree to which the job requires a variety of activities that involve different skills and talents. Task Identity The degree to which the job requires completion of a “whole” and an identifiable piece of work. The extent to which a job has a beginning and an end with a tangible outcome. Task Significance The degree to which the job affects the lives or work of other people, both in the immediate organization and in the external environment.

Job Characteristics Theory: Core Job Dimensions Autonomy The degree to which the job allows the individual substantial freedom, independence, and discretion to schedule the work and determine the procedures for carrying it out. Feedback The degree to which the job activities give the individual direct and clear information about the effectiveness of his or her performance.

Job Characteristics Theory: Critical Psychological States Experienced meaningfulness of the work The degree to which the individual experiences the job as generally meaningful, valuable, and worthwhile. Experienced responsibility for work outcomes The degree to which individuals feel personally accountable and responsible for the result of their work. Knowledge of results The degree to which individuals continuously understand how effectively they are performing their job.

JOB DESIGN ACROSS CULTURES WHAT ARE THE KEY PARTS OF THIS APPROACH THAT WILL DETERMINE WHETHER OR NOT THIS APPROACH WILL WORK IN OTHER CULTURES? DESIRE FOR CORE JOB DIMENSIONS? CRITICAL PSYCHOLOGICAL STATES? IMPORTANCE OF GROWTH NEEDS?