Goal Setting in Leadership and Motivation

1
Chapter 7 - Goal Setting in Leadership and
Motivation

• Introduction
• Goal-Setting Theory
• Application of Goal Setting
• Goal Commitment
• Self-Management
• Closing Remarks

2
Introduction

• Motivation and Performance Appraisal Steps
• Identify critical aspects of effective job
  performance
  
• Recognize effective performance when it is
  demonstrated
  
• Set specific performance goals
• Ensure the perceived consequences of goal
  attainment are positive
  
• Allow employees to participate in solving
  problems preventing goal attainment of concern to
  both the employees and the supervisor

3
Goal-Setting Theory

• Does it matter?
• Setting goals?
• Difficulty?
• Specific?
• Incentives?
• Why important?
• Direct effect on what people think and do (focus
  attention,direction)
  
• Regulate energy expenditure, if goal accepted
  (effort)
  
• Directed effort over time (persistence)

4
Application of Goal Setting

• Superordinate Goals (vision/mission/intent/challen
  ging goals attached)
  
• Specific Challenging Goals
• Goal setting and MBO
• Cost-related vs. behavioral measures?
• BOS
• Need to be comprehensive (systematic job
  analysis)
  
• Need to avoid rater errors (training of raters)
• Need to consider judgmental errors on
  cost-related measures (other factors?)
  
• Need to consider goal attainment only may affect
  long term performance adversely

5
Goal Commitment

• Perceived Consequences
• Reinforcer must be made contingent on the desired
  behavior
  
• Employee must perceive the relationship between
  the desired behavior and the reinforcer
  
• Reinforcer must be administered soon after the
  desired behavior has occurred
  
• Reinforcer must be valued by the employee
• Feedback Systems
• Must be based on behaviors over which the
  employee has control
  
• Must be provided on a frequent and immediate
  basis
  
• Specific goals must be set in relation to the
  feedback

6
Goal Commitment Continued

• Pay Linked to Performance Appraisal
• Is a relatively objective and logical way to
  allocate financial rewards
  
• It establishes a performance-reward contingency
  for employee
  
• Links compensation and appraisal decisions
• Communicates employees value to organization
• Supported by most managers

7
Goal Commitment Continued

• Pay Linked to Performance Appraisal
• Problems?
• May encourage avoidance of difficult goals
• May not reflect total performance (BOS and
  content validity)
  
• May over emphasize individual rather than team
  performance
  
• May not provide for trust building and team
  building
  
• May create dual role for supervisors (judge and
  coach)
  
• May be difficult to measure (need for BOS)
• Requires that large amounts of money be given and
  must be linked to performance
  
• May diminish interest in the task, but depends on
  the way in which the rewards are used and the
  activities involved

8
Goal Commitment Continued

• Pay Linked to Performance Appraisal
• Summary
• Must be desired or valued by employee
• Must be tied to all important facets of the job
• Employees must perceive that money is tied to
  performance
  
• Amount must be seen by employees as worthy of
  their efforts
  
• Must be given soon after desired behavior or
  outcome has been realized
  
• Employees must trust management to be fair and
  equitable

9
Goal Commitment Continued

• Modeling
• Accessibility
• Team Building
• Role Clarity (BOS)
• Measurement

10
Self-Management

• Assess problems
• Set specific difficult goals
• Monitor ways in which the environment facilitates
  or hinders goal attainment
  
• Identify and administer reinforcers and punishers

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Closing Remarks

• Goals provide people with a sense of purpose, if
  set in the context of organizational
  vision/mission/goals
  
• Feedback is relation to the goals is essential,
  if accepted by people being appraised
  
• Goals should take into account
• Setting specific goals leads to higher
  performance, if
  
• Participation in goal setting is important to the
  extent that it leads to the setting of higher
  goals, more so than
  
• Given the employees commitment and ability, the
  higher the goal, the higher the performance, if
  
• Performance feedback is critical, if
• Appraisal on overall level of performance is
  important, rather than
  
• There must be some latitude for the individual to
  influence performance
  
• Employees must not feel threatened about losing
  their jobs
  
• Is most effective when supervisors

12
So What??
13
Chapter 8 Effective Coaching The Interplay
Between Formal and Informal Appraisals

• Introduction
• Characteristics of Effective Appraisals
• Three Approaches to Conducting Formal Appraisal
• Administrative Versus Developmental Objectives
  An Ongoing Controversy
  
• Informal Day-to-Day Coaching
• Team-oriented Appraisals
• Closing Remarks

14
Chapter 9 Letting People Go with Class

• Introduction
• Organizational Justice
• Impression Management
• Perceived Fairness in Performance Appraisal
• Terminating the Employee
• Closing Remarks