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
Overall Goals
Goals

Subsidiary/Unit
Subsidiary/Unit
Goals
Goals

Subordinate
Subordinate
Goals
Goals

Review
Review and
and Revise
Revise
Subordinate
Subordinate Goals
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

Skill variety Five Job Characteristics

Task identity
Autonomy Feedback
Task significance
Growth Need Strength

Three Critical Psychological States

Experienced Experienced Knowledge of
meaningfulness responsibility for work actual work
of work outcomes results

Personal and Work Outcomes

High internal High quality High Low
work work satisfaction absenteeism
motivation performance with the work 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?