GOAL SETTING AND JOB DESIGN APPROACHES TO MOTIVATION

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GOAL SETTING AND JOB DESIGN APPROACHES TO
MOTIVATION
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MOTIVATIONAL FRAMEWORK
Experienced need deficiencies
Search for ways to satisfy needs
Choice of goal- directed behaviors
Enactment of behavioral choice (performance)
Reassessment of need deficiencies
Experienced rewards or punishment
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Goal Setting and Motivation

• Goal setting is a useful method of enhancing
  employee performance. From a motivational
  perspective, a goal is a ____________________.
• Goal setting, as a theory of motivation, assumes
  that behavior is a result of ________________ and
  _______________.

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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 _________ device control
  is monitoring by management of how well the
  organization is performing.

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GOAL SETTINGFour Key Parts

• Goal Difficulty
• Is the extent to which a goal is _____________
  and requires effort. Difficult, yet realistic,
  goals are the most effective.
• Goal Specificity
• Is the ________ and _________ of a goal.
  Specific, rather than vague, goals are the most
  effective.

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GOAL SETTINGFour 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.

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The Goal-Setting Theory of Motivation
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Broader Perspectives on Goal Setting

• Overall Goals

Subsidiary/UnitGoals
SubordinateGoals
Review and ReviseSubordinate Goals
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Management By Objectives (MBO)

• A collaborative goal-setting process through
  which organizational goals _______ down
  throughout the organization.
• MBO programs help implement goal-setting theory
  on a systematic basis throughout the
  organization.

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Goal Setting and Motivation

• DO THESE IDEAS TRANSFER TO OTHER CULTURES?
• ARE DIFFICULTY, SPECIFICITY, ACCEPTANCE, AND
  COMMITMENT IMPORTANT IN ALL CULTURES?

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

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Job Characteristics TheoryCore 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.

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Job Characteristics TheoryCritical
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.

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

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MOTIVATIONAL FRAMEWORK
Experienced need deficiencies
Search for ways to satisfy needs
Choice of goal- directed behaviors
Enactment of behavioral choice (performance)
Reassessment of need deficiencies
Experienced rewards or punishment