1. Goal Setting
“When you set a goal, you create something and it becomes real. You write it down You focus on it. You aspire to it, and that’s your motivation.” (Scott Grocki: 167)

2. Effective Goal Setting Techniques
Consider the level of difficulty
“More difficult” goals increase energy level
Consider the level of specificity
Specific goals increase your ability to focus and to measure your progress
Employee participation in the goal setting process
Increases the level of acceptance and commitment
Long-term and short-term goals
Yearly, monthly, weekly, & daily

3. MBO: Cascading of Objectives
Organizational
Objectives
The XYZ Company
Divisional
Objectives
Consumer Products
Industrial Products
Departmental
Objectives
Production
Sales
Customer
Service
Marketing
Research
Development
Management by objectives (MBO) emphasizes participation to set goals that are tangible, verifiable, and measurable. MBO’s appeal lies in its emphasis on converting overall organizational objectives into specific objectives for units and members of the organization.
As the figure above shows, the organization’s overall objectives are translated into specific objectives for each succeeding level (divisional, departmental, or individual) in the organization. But because lower-unit managers jointly participate in setting their own goals, MBO works from the “bottom-up” as well as from the “top down.” The result is a hierarchy that links objectives at one level to those at the next level. And for the individual worker, MBO provides specific personal performance objectives. So each person has an identified specific contribution to make to his or her unit’s performance. If all individuals achieve their goals, then their unit’s goals will be attained and the overall objectives of the organization will become a reality.
Individual
Objectives
Prentice Hall, 2001
Chapter 7

4. Sears Auto Repair What went wrong? What lessons should be learned?
Why?
What lessons should be learned?

5. Expectancy Theory & Performance Issues
Effort – performance relationship
Training & education
Performance – rewards relationship
Will my performance be recognized & rewarded?
How are rewards allocated?
Seniority versus merit
Is the evaluation process fair?
Rewards – personal goals
Is the reward personally desirable?
“If you perform well, we will put you in charge of our overseas office”
Use expectancy theory to diagnose performance issues
Courses & grades

6. Open Book Management Background at SRC Employees wanted more challenge
Extreme financial difficulties
High level of distrust
Employees wanted more challenge
High in growth need strength (Job characteristics)

7. Changes Implemented at SRC
Sharing financial information
Principle of job enrichment
Trust
Soliciting employee input
Recognition
Ideas are valued
Bonus plans & employee stock ownership plan
Financial incentives (short-term and long-term)

8. Outcomes at SRC Employees
“When I first came here, I didn’t realize that as a worker on the floor you could have a direct impact on the profit.”
Task significance (JCM)
Pay attention to costs, quality, and time to complete work
Responsibility (Herzberg)

9. Employee Outcomes (cont.)
Ideas are valued
Recognition (Herzberg)
New product
Reading and understanding financial information
Skill variety (JCM)
Growth (Herzberg)

10. SRC’s Financial Performance
Growth
Stock price
From 10 cents to $18.60
Employees
Profitability
Accuracy
Inventory counts

11. Expectancy Theory Individual Effort Individual Performance
Organizational
Rewards 1 2 3
3. Are the rewards personally desirable?
1. If I try hard, can I do it?
2. Do I need to perform at a high level to
receive rewards?
Expectancy theory argues that an employee will be motivated to produce more when he or she believes that the effort will lead to a good performance appraisal; that a good appraisal will lead to organizational rewards; and that the rewards will satisfy the employee’s personal goals. This theory focuses on three relationships.
1. The effort-performance relationship is the probability perceived by the individual that exerting a given amount of effort will lead to performance.
2. The performance-rewards relationship is the degree to which an individual believes that performing at a particular level will lead to the attainment of a desired outcome.
3. The rewards-personal goals relationship is the degree to which the rewards of an organization satisfy an individual’s personal goals or needs and the attractiveness of those rewards.
Personal
Goals
Prentice Hall, 2001
Chapter 6