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1964. This theory embrace an individual will decide to behave or act in a certain
way because they are motivated to select a specific behavior over other behaviors
due to what they expect the result of that selected behavior will be
(1)
. If Frederick
I.
effort and the possibilities of performance, and the employees estimation on that
relationship. To determine the employees estimate on their effort resulted in
performance, expectancy is based on probabilities and range from 0 to 1. If the
employees see that there is no chance that their effort will lead to expected
performance from the company, expectancy probability will be 0. On the other hand,
if the employees truly believe they can accomplish the task with full effort,
expectancy probability will be 1. Therefore, the expectancy probability will be
between 0 and 1.
II.
given level of task performance and the appropriate reward that they will receive.
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but the rewards for accomplishing the task is not enough (such as no money with
the ones who struggle with financial problems), they will never be motivated to finish
the job, so as the performance will be terrible, leads to bad outcome, and negatively
influence the companys profit.
I.
Effort-to-performance
expectancy:
Managers
should
encourage
the
employees to believe that they are able to perform the tasks successfully. There are
several ways to do this: assigning the appropriate tasks for a skilled employees;
managing the period of time for each task relevantly; providing learning goals;
gradually providing tasks for employees based on training progress; assign a group
of employees a task to help them co-operate with each other and gained skills
themselves by learning from their colleagues; provide coaching for employees who
lack abilities or self-confidence. In essence, the managers jobs are not only
enhance the employees belief on the possibilities of attaining goals, but also make
the task clearly to employees to let them know what they are being expected.
II.
employees to believe that they will be well-paid for their best performance on
accomplishing tasks. Ways of doing this include: giving a clear description of the
reward they will receive; providing examples of other employees whose good
performance result in better reward conditions; describe the level of reward based
on employees performance.
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III. Valences of reward: Managers should try to increase the value of the reward
based on desired performance. The main way for this method is flexibly approve a
proper kind of reward on each employee whose requirement is different from each
other such as raising salary, promotion, recognition by supervisors, etc. Or in other
words, managers should not only care about companys profit but also individually
take a look at personal demand. Objective results do not motivate employees but
employees themselves are motivated by the rewards they can achieve through
attaining goals. It is also deceptive for the managers to believe that every employee
has the same desire. Therefore, offering a separate reward for incorrect employees
is something that manager should avoid, especially in a diverse workplace.
Goal setting theory was first established by Ph.D Edwin A. Locke (born
January 5, 1938) in his first article about goal setting "Toward a Theory of Task
Motivation and Incentives" published in 1968. According to his research on the
goal-setting theory, he claimed employees would be motivated to work efficiently if
they were assigned specific goals or activities and received appropriate feedbacks.
After a few years Locke published his article, another researcher, Dr Gary Latham,
studied the effect of goal setting in the company. He got the same results as
Lockes, and realized there is an inseparable connection between goal setting and
workplace performance. So in 1990, Locke and Latham published their co-operated
article A Theory of Goal Setting and Task Performance. In this book, Locke
and Latham emphasize the requirement of 5 principles of goal setting that make the
goals
more
motivated,
achievable,
and
efficient
are
clarity,
challenge,
I.
Clarity: A specific goal contains a much better chance of being achieved than
general goals. To set a specific goal, the managers should answer the five
questions:
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1.
Who
2.
What
3.
Where
4.
When
5.
Why
The more certain tasks setting up for the employees, the more they are able to
accomplish their tasks. And the more efficient employees can finish their tasks and
achieve goals, the more success is measured. In other words, the workers will be
more encouraged if they are involved in the companies' goals. For example,
"increasing the production by 60%" goals is much more motivated than "keep trying"
or "do your best". This principle helps the goal setting to ensure that all employees
clearly conceive of what is expected from them.
II.
Challenge: This is one of the most important principles for setting up goals.
Everyone is usually motivated by challenge. If the managers assign the goals too
hard to attain, employees will be discouraged. If the managers assign the goals too
easy for the employees skill, they will underestimate the goals and not try their best
to complete the task. But if the managers assign the goals hard enough for the
employees, and also reward them fairly to what they have done, they will have
natural motivation to finish their jobs.
This principle will be extremely effective with the employees demanding personal
achievements. They desire to accomplish their job in a better result than how well
everyone has done before. The idea of motivation by challenging the employees
through the workplaces goals can be partly described by David C. McClellands
Need Theory, or more specific is the Need of Achievement (nAch). McClelland
and his associates invested the peoples concern with their achievements by his nAch tests. He divided these people into two groups: high achievers and low
achievers, and realize that the rise of their occupational level mostly based on their
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The goal required not only challenging, but also attainable. We usually can only set
difficult and appropriate goals for the high achievers, but how about the low
achievers such as normal workers in a factory? How hard the challenge will be in
order not to be over the workers abilities and also motivate the workers to do their
best? The key is to let them set up the goal themselves, or in other words is letting
them create a competition. As an example in How to win friends and influence
people, written by Dale Carnegie, a factory's owner is struggled with how to
enhance his production through creating motivations for his employees. So that he
tried one way to encourage the workers. There are 2 shifts per day in his company,
he placed a board right in front of the factory's entrance to make sure everyone can
see, and started to write the measurement of previous shift's production. If the
morning shift manufactured 7 products, he only wrote "7" on the board. Then the
afternoon shift would come and most of them amazingly realized that is the number
of morning shift's products, and they encourage themselves to work harder and
manufacture more products than the production written on the board. Consequently,
the factory's owner motivated the employees by accidentally created a competition
between two groups of workers inside the company, and made everyone is
interested in the challenge. Generally, we can manage to let the low achievers to
create the challenge themselves so as to satisfy 2 conditions of the challenge: hardenough but still achievable.
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III. Commitment: According to this idea, goals bring no only outcome for the
company but also chances for the employees to develop themselves, or develop
their own goal. Or in other words, this principle is created to form the answer for the
questions: What will the employees get or achieve after accomplishing this task?
and How should the managers set up the goal in order to orientate the employees
conception about what they can achieve in a more positive way?. There are
intimate relationships between commitment and specific. The employees will be
more likely to buy into the tasks if it is detailed enough to help them clearly
conceive of what would they achieve if they finish the tasks. High salary, power,
friendship, belief, the chance to approve their strong abilities, etc. The managers
have to flexibly apply different methods for each different group of people. For
example, if a group of people struggle with finance and require money, the
managers should reward them extra money. Or if another group demand
occupational level or power, promotion is likely to be essential.
This does not mean that there must be negotiations between managers and
employees for prizes. Goals and outcome cannot satisfy everyone in the
workplace. Instead, as the managers use goal setting in the workplace, be sure to
include the peoples goal in what the company is looking for. By this way, whatever
the employees do will directly or indirectly influence the companys profit along with
their outcome. The employees can be sure that they play an important role in the
workplace, by their goals are consistent with the companys goal.
IV. Feedback: Employees cannot adapt to the required tasks without receiving
proper feedback. They need to know how effective they have been in accomplishing
tasks they were assigned. From that point, they will be able to adjust themselves in
order to attain their goals more efficiently. Without feedback, goal setting is rigid and
sometimes unlikely to work. In addition, providing feedback in a two-way
communication process will generate opportunities to help the employees express
what they are expecting and clearly understand what they are being expected.
Taking time to sit down and discuss goal performance is necessary for the long8|Page
Feedback not only allows employees to see how effective they have been in
accomplishing tasks but also helps the manager to build up strategies by short-term
objectives based on previous goals results. In this case, feedback for complex and
difficult tasks is more necessary to be provided than general and easy task,
because most of the difficult tasks usually focus on results rather on performance.
Therefore, not only the employees but also the managers are required to grasp the
companys situation, so that properly-delivered feedback is extremely necessary.
V.
assigning difficult goals for the employees, task complexity is created to guarantee
the appropriate conditions for finishing the goals, especially the amount of time. Its
job is to ensure that the tasks will not become too overwhelming because of the
deadline. Employees who are chosen to deal with highly difficult or complicated
goals are usually deeply motivated already. However, because of their high level of
motivation, they often push themselves too hard if they have to finish the job in an
improper amount of time. Therefore, task complexity principle appears to make sure
everyone in the workplace is provided sufficient time to accomplish the goal, and
enough time for practice and learn what is expected from them.
Task complexity principle advises employers to create learning goals as well.
These goals are built up in order to improve the companys profit indirectly by
increasing the employees skills and ability to enhance their performance on
accomplishing tasks. Occasionally, employees focus too much on how to attain
complicated goals without keeping an eye on how they finish them. In this situation,
the best option is creating learning goals. These goals accomplished by
employees will not only help them to achieve knowledge and skills for the future
tasks, but also lead to better their performance. This method is usually used for new
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employees, who have not had any idea of the companys goals and the workplace
environment. They have to attain abilities through finishing basic goals, and by this
way of working, they can learn about their work by co-operate with their old
colleagues. In other words, employees should achieve skills both through tasks and
their colleagues experience.
I.
Clarity: This principle ensures the goals to be detailed and specific. To do that,
managers should: providing enough and exact details about the tasks (who is
involved in, what to do, location, time, achievement); clarifying rewards for the given
tasks, etc. The point is to help employees to clearly understand what they are being
expected.
II.
Challenge and Commitment: This is the most important part of the best-
motivated goals. Challenging goals allow employees to totally focus on their given
tasks, think critically, improve their skills, and as a result, enhance the companys
profit. In addition, commitment requires companies to guarantee their benefits for
the employees after attaining the goals. In essence, it requires a balance between
the goals level of difficult and the goals outcome. Several ways to do this are:
selecting appropriate level of goals difficulty for the employees based on their skills,
and knowledge;..
III. Feedback: After setting up challenging goals, feedback is essential to let the
employees see how effective they have been in the progress of attaining the goals.
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1.
demands, and giving extra money through salary is not always an effective tool to
strengthen the employees preference, simultaneously goal setting theorys
commitment ensures that company will meet the employees needs through
particular ways, and suggests the company to flexibly apply different reward for
each group of employees. As a result, combination of these two principles leads to
the way of employee motivation by satisfying individuals requirements and
expectations.
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2.
performing the tasks by full effort. To satisfy this factor, goal settings challenge
establishes the motivation through the level of difficulty, especially with the
employees who achieve high score on the nAch Test. If the goal is too easy for the
employees, they can accomplish it excellently, but most of them usually do not pay
full effort to perform, because they believe that they do not have to physically and
mentally try their best to attain it. The goal will be finished immediately. On the other
hand, if the goal is too hard to attain, that means the goal is too overwhelming, and
even the employees work the goal out with full effort, it cannot be finish with best
expected performance from the company. So expectancy is created to form the
answer for the question: How challenging the goal should be? by estimating
expectancy probability. This answer will be highly effective for high achievers in
nAch. McClelland believes that high achievers will best perform when they estimate
the chance of success and failure is 50-50, or the expectancy probability is 0.5.
They do not want the probability of success over 0.5 because it does not challenge
their abilities at all. They also do not want the probability of success below 0.5
because they do not want to include luck in their achievement. They want some
kind of goals that not only attainable, but also challenge their skills of work. In
conclusion, the idea of motivation through challenge bases on the expectancy
probability, results in a proper level of difficulty for each employee.
motivation by two different ways, but in essence, they mostly focus on employee
motivation through task assigning progress. While goal setting theory answers
What is included? question, expectancy theory answers How much should each
factor be measured?. Two theories extremely and inseparably connected to each
other, the same as the connection between qualitative and quantitative.
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D. SOURCES
en.wikipedia.org
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