theory of motivation

1. Aatmiki Singh
PB1201

2. EDWIN LOCKE
LATHAM AND LOCKE

3. In 1960’s, Edwin Locke put forward the Goal-setting theory
of motivation.
This theory states that goal setting is essentially linked to
task performance.
It states that specific and challenging goals along with
appropriate feedback contribute to higher and better task
performance.
 In simple words, goals indicate and give direction to an
employee about what needs to be done and how much
efforts are required to be put in.

4.  The willingness to work towards attainment of goal is main
source of job motivation. Clear, particular and difficult goals
are greater motivating factors than easy, general and vague
goals.
 Specific and clear goals lead to greater output and better
performance. Unambiguous, measurable and clear goals
accompanied by a deadline for completion avoids
misunderstanding.

5.  Goals should be realistic and challenging. This gives an
individual a feeling of pride and triumph when he attains
them, and sets him up for attainment of next goal.
 Better and appropriate feedback of results directs the
employee behaviour and contributes to higher performance
than absence of feedback. It helps employees to work with
more involvement and leads to greater job satisfaction.

6.  Employees’ participation in goal is not always desirable.
 Participation of setting goal, however, makes goal more
acceptable and leads to more involvement.

7.  Self-efficiency- Self-efficiency is the individual’s self-
confidence and faith that he has potential of performing the
task. Higher the level of self-efficiency, greater will be the
efforts put in by the individual when they face challenging
tasks and vice versa.
 Goal commitment- Goal setting theory assumes that the
individual is committed to the goal and will not leave the
goal.

8.  The goal commitment is dependent on the following factors:
 Goals are made open, known and broadcasted.
 Goals should be set-self by individual rather than
designated.
 Individual’s set goals should be consistent with the
organizational goals and vision.

9.  Goal setting theory is a  Goal setting leads to
technique used to raise better performance by
incentives for increasing motivation
employees to and efforts, but also
complete work quickly through increasing and
and effectively. improving the
feedback quality.

10.  At times, the organizational goals are in conflict with the
managerial goals. Goal conflict has a detrimental effect on
the performance if it motivates incompatible action drift.
 Very difficult and complex goals stimulate riskier behaviour.
 If the employee lacks skills and competencies to perform
actions essential for goal, then the goal-setting can fail and
lead to undermining of performance.
 There is no evidence to prove that goal-setting improves job
satisfaction.

11.  Dr. Locke and Dr. Latham joint published "A Theory of Goal
Setting and Task Performance" in 1990.
 Their book reinforced the importance of setting specific and
difficult goals.
 It concluded that there were five fundamental
principles that lie behind effective goal setting. Not only
that but the degree to which these are present in a goal is
directly linked to the achievement of that goal.

12. Clarity Challenge
Commitment
Complexity
and Feedback

13.  Clear goals are measurable and unambiguous.
 When a goal is clear and specific, with a definite
time set for completion, there is less
misunderstanding about what behaviours will be
rewarded.
 You know what's expected, and you can use the
specific result as a source of motivation.

14.  One of the most important characteristics of goals is the
level of challenge.
 People are often motivated by achievement, and they'll
judge a goal based on the significance of the anticipated
accomplishment
 When setting goals, make each goal a challenge.

15.  The last factor in goal setting theory
introduces two more requirements for
success.
 For goals or assignments that are highly
complex, take special care to ensure that the
work doesn't become too overwhelming.

16.  Goals must be understood and agreed upon if they
are to be effective. Employees are more likely to
"buy into" a goal if they feel they were part of
creating that goal.
 Feedback provides opportunities to clarify
expectations, adjust goal difficulty, and gain
recognition. It's important to provide benchmark
opportunities or targets, so individuals can
determine for themselves how they're doing.