goalsetting-theory-1231478977657760-2

8/3/2019 goalsetting-theory-1231478977657760-2

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- Given by Edwin Locke

Just as people are motivated to satisfy needs on the job, they arealso motivated to strive for and attain goals. Goals are the source ofmotivation because they indicate what has to be done and how mucheffort should be exerted. Attainment of goals satisfy the individualsachievement drive, boosts the self-esteem. Thus, we can say thatspecific goals increase the performance than general goals. Similarlydifficult goals result in higher performance provided they areacceptable to the individual.

Feedback also plays an important role may it be external or self-generated. It helps the people to perform better every time from the

received feedback. The following factors influences the Goal-Performance relationship:

1) Adequate Self-Efficacy: It is the key factor in determining goalsetting. It refers to an individuals belief that he or she iscapable of performing a task successfully. Self-Efficacy has adirect relationship with persons confidence and thus with goalsetting.High, Self-Efficacy High, Goal Setting

Low, Self-Efficacy Low, Goal SettingOn receiving negative feedback the people with,

High, Self-Efficacy Efforts increasesLow, Self-Efficacy Efforts decreasesHence, the primary task of managers is to build employee self-

efficacy.

2) Challenging Goals: Researches has proved that only achallenging job content motivates the employees. In such case

everyone is anxious to prove that he or she is capable ofattaining the task. However even though the task arechallenging they should be attainable. A goal that is difficult butattainable increases the challenge of the job.


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3) Specific Goals: Researches has established that the goalsmust be specified in quantitative terms. They should beaccompanied by concrete actions, plans, target etc.

4) Owned Goals: Owned or Acceptable goals are preferable toimpose goals. Goals must not only be specific and challengingbut it must be made acceptable to the employees. In order tomake the goals acceptable to employees following conditionsmust be fulfilled.

Employees participation in goal setting and decision making.Public commitment of goals will make the employee more

serious towards goal.Superior should ensure full support to their lower level

employeesGoal congruence should always exist to satisfy the need of

organization as well as employees.

5) Performance monitoring and Feedback: Feedback helpsEmployees work with greater involvement and lead to greaterJob satisfaction. Feedback gives rise to achievement motivation.performance monitoring involves observing and inspectingemployees work. This helps to indicate to the employees thattheir work is important and their contributions to the organizationare valuable


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(Given by Vroom & it was further developed by Porter & Lawler)

One of the great notifications of the Vroom theory is that it recognizesthe prominence of different individuals needs and motivations.Therefore it is beyond the simplistic features of the Maslow andHerzbergs approaches. It seems to be more realistic, and fits theconcept of the harmony of objectives, an emotional touch. Along andapart with the organization goals, individuals carry their personals

goals which can be harmonized, the theory is completely consistentwith the system of managing by objectives.

Life is not as easy as it seems to be. So, the theory has on oneside the theory is brilliantly drafted to satisfy peoples goals butfollowing explanation depicts its strength becoming weakness.

The theory assumes that perceptions of value vary amongindividuals at different times at different places, the phenomenonappears be fit real life more accurately. It also lacks solid evidencehence further research is needed. It is not applicable in actual worksituation as well as since the model gives a formula to calculate thestrength of a persons motivation but is dependent on the of expectancy and valence which again is an incomplete process.The Expectancy Theory is the product of 3 factors that is:

Motivation = Expectancy x Instrumentality x ValenceM = E x I x V

Modified Model By Porter And Lawler

Lyman Porter and Edward Lawler derived a substantially more

complete model of motivation built in large part on expectancy theory.The below given model was applied by them primarily to managers.

The model indicates that the amount of effort i.e. the strength ofmotivation and energy exerted depends on the value of a reward plusthe amount of energy a person feels is required along with theprobability of receiving the reward. Also, the actual performance in


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turn influences the perceived efforts and possibility of actually gettinga reward.

Actual performance in a job is primarily determined by effortexpended but also it is greatly influenced by an individuals ability i.e.knowledge and skill to do the job and by his or her perception of whatthe required task is, the extent to which the persons understands thegoals, required activities, and other elements of a task. Performancein turn is seen as leading to intrinsic rewards as a feeling of self-actualization and extrinsic rewards such as working conditions andstatus. These rewards, further lead to satisfaction.

But, the manager should carefully decide their reward structureand that there careful planning; managing by objectives and clearlyperforming duties and responsibility there sever efforts.

Perceivedeffort

rewardprobability

Value ofrewards

Ability to dospecified

task

Perceivedequitablerewards

Satisfaon

Intrinsicrewards

Extrinsicrewards

Performance

accomplishment

Effort

Perceptionof task

required


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MOTIVATION

(LAST FOUR THORIES AND JOB ENRICHMENT)

BATCH 1

GROUP NO:

SR.NO. NAME ROLL NO.

1 Paridhi Guptu 7134

2 Supriya Hegde 7136

3 Saima Inamdar 7137

4 Neha Joshi 7144

GROUP LEADER: NEHA JOSHI


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- Given by B.F. Skinner

The Behavior Modification Theory is also popularly known asReinforcement theory. The Behavior modification theory statesthat if the consequences are controlled then behavior also can be

controlled.Organizational behavior modification or OB Mod is the

application of the principles of behavior modification inorganization. OB Mod is based on the idea that since behaviordepends on its consequences, it is possible to control a number ofemployee behavior by manipulating their consequences. OB Modrelies heavily on the Law of Effect.

Law of Effect:

The law of effect states that a person tends to repeat behavior thatis accompanied by favorable consequences and tends not torepeat behavior that is accompanied by unfavorableconsequences. In other words, the law of effect states that we tendto learn response that have rewarding consequences and notlearn those that have punishing consequences.

Successful practice of OB Mod involves 3 steps:

1) To decide whether to increase or decrease the repetition of apersons particular behavior.

2) To decide the type of consequences that will follow a particularbehavior.

3) To decide the reinforcement schedule.


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There are 4 outcomes depending on the managers decision toapply to withdraw a positive or negative consequences.1) Positive reinforcement: It is favorable consequences that

encourage repetition of a behavior. For eg: the managerpraises the employee for doing high quality work. Positivereinforcement is a process by which people learn to performbehaviors that lead to desired outcomes.

2) Negative reinforcement: It is the process by which peoplelearn to perform acts that leads to the removal of undesirableevents. In negative reinforcement the behavior is accompaniedby removal of an unfavorable consequences. For eg: theemployee learns that reporting work on time prevents firing fromthe boss.

3) Punishment: It is the process of decreasing undesirable

behavior by following it with unfavorable consequences thatdiscourages a certain behavior. Managers need to usepunishment with care for the following reasons:

a) Punishment does not directly encourage desiredbehavior.

b) Employees dislike their manager, which causes a strain intheir work relationship.

c) What specific behavior of employee is being punishedshould be specified otherwise it would be demotivating.

4) Extinction: It is the withholding of significant positiveconsequences that previously followed desirable behavior whena response that was once rewarded is no longer rewarded, ittends to weaken and eventually die out i.e. it is extinguished.

Schedules of ReinforcementSchedules of Reinforcement are the rules to determine how

reinforcement will be delivered. In other words, a schedule ofreinforcement is a plan for determining which responses are to bereinforced or rewarded.

REINFORCEMENT

Continuous reinforcement Partial reinforcement


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Continuous reinforcement: It is a schedule of reinforcement inwhich all desired behaviors are reinforced. Such a schedule leads toquick learning but it is not possible to follow this schedule inorganizationPartial reinforcement: it is a schedule of reinforcement in which onlysome desired behavior are reinforced. Learning in such a schedule isslower but is retained longer. Following are its types:1) Fixed Interval Schedule2) Variable Interval Schedule3) Fixed Ratio Schedule4) Variable Ratio Schedule.

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