Goal - The employee must be committed to the goal. The...

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Goal-setting theory The goal-setting theory, introduced in the late 1960s by Edwin Locke, proposed that intentions to  work toward a goal are a major source of work motivation. Goals, in essence, tell employees what  needs to be done and how much effort should be expanded. In general, the more difficult the goal,  the higher the level of performance expected. Managers can set the goals for their employees, or employees and managers can develop goals  together. One advantage of employees participating in goal setting is that they may be more likely to  work toward a goal they helped develop. No matter who sets the goal, however, employees do better when they get feedback on their  progress. In addition to feedback, four other factors influence the goals-performance relationship:
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Unformatted text preview: The employee must be committed to the goal. The employee must believe that he is capable of performing the task. Tasks involved in achieving the goal should be simple, familiar, and independent. The goal-setting theory is culture bound and is popular in North American cultures. If the goal-setting theory is followed, managers need to work with their employees in determining goal objectives in order to provide targets for motivation. In addition, the goals that are established should be specific rather than general in nature, and managers must provide feedback on performance....
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This note was uploaded on 11/18/2011 for the course MGMT 4375 taught by Professor Eixmann during the Fall '11 term at Texas State.

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