GOAL SETTING AND JOB DESIGN APPROACHES TO MOTIVATION
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Transcript of 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
Experiencedneed
deficiencies
Experiencedneed
deficiencies
Search for ways to
satisfy needs
Search for ways to
satisfy needs
Enactment of behavioral
choice(performance)
Enactment of behavioral
choice(performance)
Choice of goal-directed
behaviors
Choice of goal-directed
behaviors
Reassessmentof need
deficiencies
Reassessmentof need
deficiencies
Experienced rewards orpunishment
Experienced rewards orpunishment
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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 SETTING:Four 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 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.
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The Goal-Setting Theory of Motivation
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Broader Perspectives on Goal Setting
Subsidiary/UnitGoals
Subsidiary/UnitGoals
SubordinateGoals
SubordinateGoals
Review and ReviseSubordinate GoalsReview and ReviseSubordinate Goals
Overall GoalsOverall 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
Low absenteeismand turnover
High satisfactionwith the work
High qualityworkperformance
High internalworkmotivation
Personal and Work Outcomes
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Job Characteristics Model
Low absenteeismand turnover
High satisfactionwith the work
High qualityworkperformance
High internalworkmotivation
Personal and Work Outcomes
Three Critical Psychological StatesKnowledge ofactual work results
Experiencedresponsibility for work outcomes
Experiencedmeaningfulnessof work
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Job Characteristics Model
Low absenteeismand turnover
High satisfactionwith the work
High qualityworkperformance
High internalworkmotivation
Personal and Work Outcomes
Three Critical Psychological States
Five Job Characteristics
Knowledge ofactual work results
Experiencedresponsibility for work outcomes
Experiencedmeaningfulnessof work
FeedbackAutonomySkill varietyTask identityTask significance
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Job Characteristics Model
Low absenteeismand turnover
High satisfactionwith the work
High qualityworkperformance
High internalworkmotivation
Personal and Work OutcomesGro
wth
Nee
d S
tren
gth
Three Critical Psychological States
Five Job Characteristics
Knowledge ofactual work results
Experiencedresponsibility for work outcomes
Experiencedmeaningfulnessof work
FeedbackAutonomy
Skill varietyTask identityTask significance
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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 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.
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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.
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Job Characteristics Model
Five Job CharacteristicsSkill varietyTask identityTask significance
Autonomy Feedback
Personal and Work Outcomes
Three Critical Psychological StatesExperiencedmeaningfulnessof work
Knowledge ofactual work results
Experiencedresponsibility for work outcomes
High internalworkmotivation
High qualityworkperformance
High satisfactionwith the work
Low absenteeismand turnover
Gro
wth
Nee
d S
tren
gth
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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
Experiencedneed
deficiencies
Experiencedneed
deficiencies
Search for ways to
satisfy needs
Search for ways to
satisfy needs
Enactment of behavioral
choice(performance)
Enactment of behavioral
choice(performance)
Choice of goal-directed
behaviors
Choice of goal-directed
behaviors
Reassessmentof need
deficiencies
Reassessmentof need
deficiencies
Experienced rewards orpunishment
Experienced rewards orpunishment