1. GOAL SETTING AND JOB DESIGN APPROACHES TO MOTIVATION

2. 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.

3. 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.

4. 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.

5. 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.

6. The Goal-Setting Theory of Motivation

7. Broader Perspectives on Goal Setting
Overall Goals
Subsidiary/Unit Goals
Subordinate Goals
Review and Revise Subordinate Goals

8. 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.

9. Goal Setting and Motivation
DO THESE IDEAS TRANSFER TO OTHER CULTURES?
ARE DIFFICULTY, SPECIFICITY, ACCEPTANCE, AND COMMITMENT IMPORTANT IN ALL CULTURES?

10. Job Characteristics Model
Five Job Characteristics
Skill variety
Task identity
Task significance
Autonomy
Feedback
Three Critical Psychological States
Growth Need Strength
Experienced meaningfulness
of work
Experienced responsibility for work outcomes
Knowledge of
actual work
results
Personal and Work Outcomes
High internal
work
motivation
High quality
work
performance
High
satisfaction
with the work
Low absenteeism
and turnover

11. 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.

12. 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.

13. 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.

14. 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?