Goal Setting Theory And Expectancy Theory example essay topic

Introduction As more work becomes knowledge based requiring highly skilled workers, and as individuals understand that poor motivation is a lack of skilled leadership not a lack of desire within people, the command and control approach becomes obsolete (Jackson and Humble, 1994). In this paper, we shall define the role of organization, the role of the manager, and the specific incentive elements of the motivation plan to help leaders to motivate their followers. The Role of Organization Organizational structure defines how job tasks are formally divided, grouped and coordinated. In addition, organizations everywhere are putting in place plans to satisfy customers and improve profitability (Jackson and Humble, 1994). Until implemented, plans are just pieces of paper or ideas in people's heads. Key to their implementation are the managers.

The Role of Manager In the late 1960's, a graduate student at MIT, Henry Mintzberg, undertook a careful study of five executives to determine what these managers did on their jobs. On the basis of his observations of these managers, Mintzberg concluded that managers perform 10 different, highly interrelated roles, or sets of behaviors attributable to their jobs (Robbins, 2001). The roles of managers, according to Mintzberg, can be grouped into interpersonal relationship, the transfer of information, and decision making. In the interpersonal relationship category, managers act as a figureheads, leaders, and liaisons. In the transfer of information category, managers act as monitors, disseminators, and spokespersons.

Finally, in the decision making category, managers act as entrepreneurs, disturbance handlers, resource allocators, and negotiators. As more work becomes knowledge based requiring highly skilled workers, and as we understand that poor motivation is a lack of skilled leadership not a lack of desire within people, the command and control approach becomes obsolete. In this new organization, managers are more enablers, trainers, coaches -- true leaders. They use their experience and skills to bring the best out of others (Jackson and Humble, 1994).

The change in managers roles are due to: 1. the information technology revolution 2. the absence of a hierarchically-based career path 3. the need for greater creativity in organizations 4. the increasing focus on values From the above, we can see that roles managers shift from giving command and control to motivators. Motivation Theories There has been a significant amount of time and energy put into the study of motivational theories. The basis for these studies have been to come up with some working theory that explains what motivates an individual, why, and how this motivation is reliant upon both external and internal factors of the environment in which the individual is immersed. Robbins (2001) listed several theories on motivation. The ones mentioned are: 1. Hierarchy of Needs Theory - This theory is based on Abraham Maslow's hierarchy of five needs, physiological needs, safety needs, social needs, esteem needs, and self-actualization needs.

2. Theory X and Theory Y - This theory is based on Douglas McGregor's two distinct views of human beings: one basically negative, labeled Theory X, and the other basically positive, labeled Theory Y. 3. Two-Factor Theory - This theory is based on Frederick Herzberg's belief on job satisfaction is based on hygiene factors and motivator factors. 4. McClelland's Theory of Needs - This theory is based on David McClelland's three major motives or needs, need for achievement, need for power, and need for affiliation, in the workplace. 5.

Goal-Setting Theory - This theory states that intentions - expressed as goals - can be a major source of work motivation. 6. Reinforcement Theory - This theory uses behavioristic approach, which argues that behavior as environmentally caused; internal cognitive events are not matters for concern. 7.

Equity Theory - This theory says that employees weigh what they put into a job situation against what they get from it and then compare their input-outcome ratio with the input-outcome ratio of relevant others. 8. Expectancy Theory - This theory says that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. The Motivation Plan Managers in companies often try to improve performance by achieving the agreement or consensus of employees. Thus, managers and workers may work together to set mutually agreeable performance goals.

Employee suggestions are actively sought and a positive work-group spirit, which will serve as a basis for enhanced motivation, is encouraged (Appelbaum, Glavas, and St-Pierre, 1998). According to Thomas (1999), employees are the foundation upon which you can build a thriving and vibrant business that will produce consistently high profits. You must invest in your employees-give them genuine and exciting growth opportunities, compensate them well, and care about them as people. You must make their work fun and meaningful. Proper motivation can make satisfied employees.

As a manager, a motivator, of my organization and with the understanding of the different motivation theories mentioned above, let's work on a motivation plan. This plan will utilize mainly the goal-setting theory and expectancy theory. The plan is as follow: 1. Interview each employee in the team to gather what their motivators are, their expectation from the group, and areas for growth. This will allow employees to communicate to their superior their expectations. In addition, this shows the care from the managers to the employees.

2. Set up individual goals for each employee, and team goals for the team. 3. Set up competencies for each job classifications, that is the expected skill level for the job classifications. This is to set equal expectations on each job classification. 4.

Set up training goals for each employee. 5. Communicate these goals and competencies to each employee through a one on one meeting. This include getting feedback and recommendations from the employees. Adding or subtracting individual goals may be possible. This is to get the buy in from each employee to the plan.

This will help the managers to get the commitment from the employees on each goals and will have a higher chance of achieving them. 6. Communicate how their performance will be rated against these goals and competencies. 7. Communicate to each employee on what to expect if the goals are not met, met or exceeded.

It could be a promotion, a salary raise, etc. 8. Perform a review session with each employee quarterly and rate his or her performance against the goals and competencies. 9. Provide the promised rewards to the employees after the goals are met.

Conclusion With the understanding of motivating the employees will lead to group satisfaction, and hence increase in productivity. This will benefit the organization in effectiveness of work. The motivation plan designed above will help motivating employees to fulfill their needs on achievement, power, and affiliation. The plan also provide employees opportunities to set and achieve their own goals, work as a team to achieve the team goals, and growth opportunities in the area that is beneficial to both the organization and themselves. After all, this is a win-win plan for both the organization and employees. Reference Appelbaum, Steven H., Glavas, William, St-Pierre, Normand (1998).

Strategic organizational change: the role of leadership, learning, motivation and productivity. Management Decision, 36 (5), 289-301. Jackson, David, and Humble, John (1994). Middle managers: New purpose, new directions. The Journal of Management Development, 13 (3), 15. Robbins, Stephen, P. (2001).

Organizational Behavior. Boston, MA: Pearson Custom Publishing. Thomas, Lynn (1999). "Wow!" ing employees: The foundation to high profits. Rough Notes, 142 (6), 84-85.