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GOAL SETTING AND MOTIVATION

GOAL SETTING AND MOTIVATION. EFFORT IN ORGANIZATION SHOULD NOT BE A RANDOM BEHAVIOUR EFFORT NEED TO CREATE RESULT AND BE CHANNELED FOR A PURPOSE SATISFACTION IN WORK ALSO ATTAINED THRU SEEING YOUR EFFORT CONTRIBUTE TO SOMETHING MEANINGFUL GOAL SETTING ENABLES BOTH OF THE ABOVE TO BE ACHIEVED.

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GOAL SETTING AND MOTIVATION

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  1. GOAL SETTING AND MOTIVATION • EFFORT IN ORGANIZATION SHOULD NOT BE A RANDOM BEHAVIOUR • EFFORT NEED TO CREATE RESULT AND BE CHANNELED FOR A PURPOSE • SATISFACTION IN WORK ALSO ATTAINED THRU SEEING YOUR EFFORT CONTRIBUTE TO SOMETHING MEANINGFUL • GOAL SETTING ENABLES BOTH OF THE ABOVE TO BE ACHIEVED

  2. Importance of Goal Setting Guide anddirect behavior Providechallenges andstandards againstwhich performancecan be assessed Servean organizingfunction Goals Definethe basis for theorganization’sdesign Justify tasksand the use ofresources

  3. Model of Goal Setting (Figure 15.1) Challenge Mediators Goal difficulty Goal clarity Self-efficacy Direction Effort Persistence Task strategy Performance Rewards Satisfaction Conse-quences Moderators Ability Goal commitment Feedback Task complexity Source: Adapted from Locke, E.A., and Latham, G.P. A Theory of Goal Setting And Task Performance. Englewood Cliffs, N.J.: Prentice-Hall, 1990, 253.

  4. GOAL SETTING AS A MOTIVATIONAL TOOL • VARIOUS STUDIES HAVE SHOWN THAT GOAL SETTING CAN HELP MOTIVATE WORK BEHAVIOUR • HAVING CLEAR GOALS ENABLES INDIVIDUALS TO DIRECT BEHAVIOUR IN A MORE FOCUSED AND CONCERTED MANNER • ESSENTIALLY WHAT GOAL SETTING DOES IS THAT IT INCREASES CHANCES OF SUCCESS BY REMOVING JOB AMBIGUITIES

  5. KEY ELEMENTS OF GOAL SETTING THEORY • GOALS NEED TO BE SPECIFIC • GOAL-PERFORMANCE RELATIONSHIP STRONGER WHEN THERE IS FEEDBACK • GOALS AFFECT PERFORMANCE WHEN THERE IS COMMITMENT TO THE GOALS • COMMITMENT IS HIGH PEOPLE BLV THAT GOALS ARE POSSIBLE AND IMPORTANT • PARTICIPATION IS NOT ALWAYS NECESSARY • HIGH SELF-EFFICACY ENABLES GOAL ATTAINMENT • SELF-EFFICACY AFFECTS OF PERSONAL GOALS

  6. Impact of Goals on Performance (Table 15.1) WHEN GOALS ARE PERFORMANCE WILL TEND TO BE Higher Lower Higher Lower Higher • Specific and clear • Vague • Difficult and challenging • Easy and boring • Set participatively

  7. Impact of Goals on Performance (Table 15.1) (continued) WHEN GOALS ARE PERFORMANCE WILL TEND TO BE • Set by management (top down) • Accepted by employees • Rejected by employees • Accompanied by rewards • Unrelated to rewards Lower Higher Lower Higher Lower

  8. Mediators in the Goal-Setting Model Direction of attention • Focuses on goal-directed behavior Task strategy Effort Mediators • Approach to tackling a task • Positively related to challenge Persistence • Willingness to continue working at a task

  9. Limitations to Goal Setting • Employees lack competencies to performat a high level • When a considerable amount of learning isneeded, successful goal setting takes longer • When the goal-setting system rewards thewrong behavior, major problems can result

  10. WHAT YOU SHOULD HAVE UNDERSTOOD? • THE USE OF GOAL SETTING AS A MOTIVATIONAL TOOL • PREREQUISITES FOR THE EFFECTIVE USE OF GOAL SETTING • HOW TO DEVELOP A GOAL SETTING PROGRAM? • LIMITATIONS ON THE USE OF GOAL SETTING

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