Download goal setting and job design approaches to motivation

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 goalsetting 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
Growth Need Strength
Five Job Characteristics
Skill variety
Task identity
Task significance
Autonomy
Feedback
Three Critical Psychological States
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?