5 (LO6)

• Goal


  A cognitive representation of a desired end state

  that a person is committed to attain.
• Goals


  motivate people by clarifying role perceptions and, consequently, the direction of effort.
• Goals


  also amplify the intensity and persistence of effort because they make it easier to judge how much

  energy is required to reach them.
• S - Specific

  M - Measurable

  A - Achievable

  R - Relevant

  T - Time-framed

  E -Exciting

  R - Reviewed
• Specific


  What, how, where, when, and with whom the task needs to be accomplished.
• Specific goals


  clarify performance expectations so employees can direct their effort more efficiently and reliably.
• Measurable


  how much (quantity), how well (quality), at what cost the goal was achieved.
• Achievable


  challenging, yet accepted (E-to-P).​
• Relevant


  within employee's control
• Time-framed


  Goals need a due date.They should specify

  when the objective should be completed or when it will be assessed for comparison against a standard.
• Exciting


  Goals tend to be more effective when employees

  are committed to them, not just compliant
• Reviewed


  The motivational value of goals depends on

  employees receiving feedback about reaching those goals
• Effective feedback requires measurement
• Feedback


  information that lets us know whether we

  have achieved the goal or are properly directing our effort toward it—is an essential partner with goal setting
• Feedback


  contributes to motivation and performance by clarifying role perceptions, improving employee skills and knowledge, and strengthening self-efficacy.
• Characteristics of Effective Feedback​

  S - Specific

  R - Relevant

  T- Timely

  C - Credible

  S - Sufficiently frequent
• Specific


  Information refers to identifiable behaviours and (when possible) measurable outcomes
• Relevant


  Information should relate to behaviours and

  outcomes within the individual’s or team’s

  control
• Timely


  Information should be available soon after the behaviour or results occur
• Credible


  Information source should:

  • have complete and accurate information

  • recall information reliably

  • be unbiased in communicating and

  applying the feedback

  • describe the feedback in a supportive

  and empathetic manner
• Sufficiently frequent


  Information is provided:

  • more often for those learning new tasks

  • according to the job cycle’s frequency
• Less frequent feedback usually occurs in jobs with a long cycle time (e.g., executives

  and scientists)
• short cycle time (e.g., grocery store cashiers).
• Strengths-Based Coaching​


  also known as appreciative

  coaching
• Strengths-Based Coaching​

  An approach to coaching and feedback that focuses on building and leveraging the employee’s strengths rather than trying to correct their weaknesses.
• Strengths-based coaching process:

  • Employee identifies area of strength/potential.​
  • Coach helps employee discover how to leverage strengths. ​
  • Discussion of situational barriers and solutions.
• Strengths-based coaching


  might not be best in all situations, but it is associated with higher employee motivation, satisfaction, self-efficacy, and relations with management.
• for more than three decades scholars have

  warned that traditional problem-focused feedback leads to employee defensiveness and potentially lower self-efficacy, which can result in reduced (rather than increased) employee

  performance.
• Feedback can originate from nonsocial or social sources
• Nonsocial sources


  provide feedback without someone communicating that information.
• multisource (360-degree) feedback


  information about an employee’s performance collected from a full circle of people, including subordinates, peers, supervisors, and customers.
• Multisource feedback


  tends to provide more complete and accurate information than feedback from a supervisor

  alone.
• Multisource feedback

  It is particularly useful when the supervisor is unable to observe the employee’s behaviour or performance in every situation.
• Social sources:​

  • Feedback directly from others.​
  • Multisource feedback: full circle of people around employee.
• Preferred feedback source:​

  • Use nonsocial feedback for goal progress feedback.​
  • Use social sources for conveying positive feedback.
• Goal setting


  is generally a highly effective practice for employee motivation and performance