Motivation and Theories of Motivation

Subject:- Nursing Management Final year M.Sc. And Final Year B.Sc. Nursing Administration Final year M.Sc. And Final Year B.Sc. Nursing Administration

1. MOTIVATION
THEORIES OF MOTIVATION
Mr. Kailash Nagar
Assistant Professor
Dept. Community Health
Dinsha Patel College of Nursing, Nadiad

2. MOTIVATION
By Mr. Kailash Nagar
Asst. Prof. Dinsha Patel
College of Nursing, Nadiad

3. Content
•Definition Of motivation
•Motivation is
•Qualities Of Motivation
•Process of motivation
•Six c’s of motivation
•Basic model of motivation
•Theory of motivation
•Case study

4. INTRODUCTION
Motivationisanactionthatstimulatesan
individualtotakeacourseofaction,
whichwillresultinanattainmentof
goals,orsatisfactionofcertainmaterial
orpsychologicalneedsoftheindividual.
Motivationisapowerfultoolinthehands
ofleaders.Itcanpersuadeconvinceand
propelpeopletoact.

5. Definition of motivation:
Motivation derived from Latin word MOVERE
which means move on
* The driving force within individuals by which they
attempt to achieve some goal in order to fulfill some
needs or expectation.
Motivation is “an inner impulse or an
internal force that initiates and directs the
individual to act in a certain manner to
satisfy a need.”

6. In totality, it is the process
of arousing and
sustaining interest in an
activity in order to
achieve a goal.

7. NEED FOR MOTIVATION:
•Thenursemanagermustrealizethatnurses
havedifferentpersonalities,workhabits,and
whatmotivatesonenursemaynotmotivate
others.Meanwhile,somenursesareskilled,
confident,andcapableofself-directionand
seemtomotivatethemselves,
•whileothernurseslackself-confidence;they
dotheirjobspoorlyandhavelittlemotivation.
•Thenursemanagerisresponsibletomotivate
thesecondgroupandtoimprovetheir
performance.
•JobPerformance=Ability+Motivation.

9. 1.Directs activities towards the
achievement of a goal.
2.Controls and directs human
behavior.
3.Inculcates spiritual and moral
values in the minds of the young.
4.Gives satisfaction and happiness
to the individual.

10. TYPES OF MOTIVATORS
1)Intrinsicmotivation:referstomotivation
thatcomesfromwithintheperson,driving
himorhertobeproductive.Itisrelatedtoa
person‟slevelofinspiration.
2)Extrinsicmotivation:itreferstomotivation
thatcomesfromoutsideanindividual,i.e.
enhancedbytheworkenvironmentor
externalrewardssuchasmoneyorgrades.
Therewardsprovideasatisfactionand
pleasurethatthetaskitselfmaynotprovide.

11. TYPES OF MOTIVATION
1)Achievement motivation :-It is the drive to peruse and
attain goals. An individual with achievement motivation
wishes to achieve objectives and advance up the ladder of
success.
2) Affiliation motivation :-It is a drive to relate to people on a
social basis. Individuals with affiliation motivation perform
work better when they are complimented for their favourable
attitude and co-operation.
3) Competence motivation :-It is the drive to be good at
something, allowing the individual to perform high quality
work. Competence/skill motivated individuals seek job
mastery, take pride in developing and in using their problem
solving skills and strive to be creative when confronted with
obstacles. They learn from their experiences.

12. 4)Powermotivation:-Itisthedrivetoinfluencepeopleand
changesituations.Powermotivatedpeoplewishtocreate
animpactontheirorganisationandarewillingtotakerisks.
5)Attitudemotivation:-Attitudemotivationishowpeople
thinkandfeel.Itistheirself-confidence,theirbeliefin
themselvesandtheirattitudetolife.Itishowtheyfeel
aboutthefutureandhowtheyreacttothepast.
6)Incentivemotivation:-Itiswherethepeopleare
motivatedthroughexternalrewards.Here,apersonor
teamreapsarewardfromanactivity.Itisthetypeof
rewardsthatdrivepeopletoworkharder.
7)Fearmotivation:-Fearmotivationcoercionsapersonto
actagainstwill.Itisinstantaneousandgetsthejobdone
morequickly.Fearmotivationishelpfulintheshortrun.

13. Nature Motivation
Complex
Psychological
Physical
Unique to each and every person
Context sensitive
Not fully understood
Motivation can be positive or negative:
Motivation is goal-oriented behaviour.


14. Motivation as a process:
It is a process by which a person’s efforts are
energized, directed and sustained towards attaining
the goal.
*Energy-A measure of intensity or drive.
*Direction-Towards organizational goal.
*Persistence-Exerting effort to achieve goal
DIRECTION PERSISTENCEENERGY

15. •We start off by deciding what we want, which is our
directionas we know where we want to go and what
we have to achieve.
•Then we make an efforttowards our goal. We start
to do things and we continue our making the efforts
for some time and give it everything that we have.
•Now comes the part where we have to be persistent
with our efforts and keep doing them.

16. SOURCES OF MOTIVATION
1) Internal or push forces:
A. Needs
•For security
•For self-esteem
•For achievement
•For power
B. Attitudes
•About self
•About job
•About supervisor
•About organization
C. Goals
•Task completion
•Performance level
•Career advancement

17. 2) External or pull forces:
a. Characteristics of the job
Feedback
Amount
Timing
•Work load
•Tasks
•Variety
•Scope
•How job is performed

18. B .Characteristics of the work situation
•Immediate Social Environment
•Supervisor(s)
•Workgroup members
•Subordinates
Organizational actions
•Rewards & compensation
•Availability of training
•Pressure for high levels of output

19. •REQUISITES TO MOTIVATE
1.We have to be Motivated to Motivate
2.Motivation requires a goal
3.Motivation once established, does not last if not
repeated
4.Motivation requires Recognition
5.Participation has motivating effect
6.Seeing ourselves progressing Motivates us
7.Challenge only motivates if you can win
8.Everybody has a motivational fuse i.e.
everybody can be motivated
9.Group belonging motivates

20. Six C’s of Motivation..
Choices
collaboration
Constructingmeaning
Consequences
Control
Challenges

22. Basic model of motivation
Needs or
expectations
Result in
Drive force
(Behavior or
Action)
To Achieve
Desired Goals
Which Provides
fulfillments
Feedback

23. Early Theories of Motivation:
Content Theories:
Emphasis on what motivates
individuals.
Maslow’s need Hierarchy
Macgregor's Theories X & Y
Herzberg’s two factors theory

24. Process Theories of Motivation:
Emphasis on actual process of motivation.
Three needs Theory ( McClelland)
Goal-setting Theory
Reinforcement Theory
Designing Motivating theory
Equity Theory
Expectancy Theory

25. Maslow’s Hierarchy of needs theory
Needs were categories as five levels of lower-higher-order
needs.
*Individual must satisfy lower-level needs before they can
satisfy higher order needs.
*Satisfied needs will no longer motivate.
*Motivating a person depends on knowing at what level
that a person is on the hierarchy.

26. Hierarchy of Needs
*Lover order ( External ) : Physiological and safety needs
*Higher order ( Internal ) : Social, Esteem, and Self-
actualization
Physiological needs
Safety Needs
Social Needs
EsteemNeeds
Self-Actualization Needs

27. McGregor’s Theory X and Y
Theory X
Assume that workers have little ambition, dislike
work, avoid responsibility, and require close
supervision.
Theory Y
Assumes that workers can exercise self-direction,
desire, responsibility, and like to work.
Assumption
Motivation is maximized by participative decision
making, interesting jobs, and good group relation.

28. Motivational Theories X & Y
Physiological
Safety & Security
Esteem
SA
Theory Y -a set of
assumptions of how to
manage individuals
motivated by higher
order needsSocial
Theory X -a set of
assumptions of how to
manage individuals
motivated by lower order
needs

29. McClelland’s Need Theory: Need
for Achievement
Need for
Achievement
The desire to excel and
succeed

30. McClelland’s Need Theory: Need
for Power
Need for Power –
The need to influence the
behavior of others.

31. McClelland’s Need Theory: Need
for Affiliation
Need for Affiliation–
The desire for interpersonal
relationship

32. Herzberg’s Motivation-Hygiene
Theory
Job satisfaction and job dissatisfaction are created y different
factors.
Hygiene factors-Extrinsic ( Environmental ) factors that
create job dissatisfaction.
Motivation Factors-Intrinsic ( Psychological ) factors that
create job satisfaction.
Attempted to explain why job satisfaction does not result in
increased performance
The opposite of satisfaction is not dissatisfaction but rather
no satisfaction.

33. Motivation–Hygiene Theory of
Motivation
Hygiene factors avoid
job dissatisfaction
•Company policy &
administration
•Supervision
•Interpersonal relations
•Working conditions
•Salary
•Status
•Security
•Achievement
•Achievement recognition
•Work itself
•Responsibility
•Advancement
•Growth
•Salary?
Motivation factors
increase job satisfaction

34. Alderfer’s ERG Theory
Physiological
Safety & Security
Love (Social)
Esteem
SA
Existence
Relatedness
Growth

35. Self-actualization
Motivational Need Theories
Maslow AlderferMcClelland
Higher
Order
Needs
Lower
Order
Needs
Esteem
self
interpersonal
Safety & Security
interpersonal
physical
Need for
Achievement
Need for
Power
Relatedness Need for
Affiliation
Existence
Growth
Belongingness
(social & love)
Physiological

36. Case Study
The manager of A.B.C.Ltd. Realised that the level of
moral and motivation of their employees was very
low and there was dissatisfaction among the
employees. Labour productivity was also found to
be very low. After investigating the causes of
dissatisfaction, the managers decided that if
employees were to be motivated, there was a need to
establish and maintain good interpersonal relation,
over and above good salary, job security, proper
working conditions and supervision.

37. So they put in sincere efforts to improve all these
factors during one year. Yet, surprisingly, they
came to know that in spite of reduction in the
degree of dissatisfaction, the level of morale and
motivation was low and there was no significant
increase in their productivity. Therefore, the
managers are worried.
•What managerial problem is involved in the above
case? Suggest solution and make argument to
justify your answer.
Thank you

39. •Hierarchy of needstheory
•McGregor's Theory X andTheory
•Herzberg 2 factortheory
•Alderfer ERGneeds
•McClelland's NeedTheory
CONTENT
THEORIES
•VroomValence/expectancy
•Porter and LawlerModel
PROCESS
THEORIES
•Equitytheory
•Goal settingtheory
•Attributiontheory
•Cognitive evaluationtheory
•Reinforcement theory
CONTEMPORARY
THEORIES

40. CONTENT
THEORIES
•Determine what it is that motivates people at work.
•Identify the needs/drives that people have and how
these needsare prioritized.
•Referred as ‘static’ because they incorporate only one
or few points in time and are either past-present time
oriented.

41. MASLOW HIERARCHY OF NEEDS
THEORY
(A.H. Maslow,1943)
•Proposed in the 1943 in paper "A
Theory of Human Motivation," by
Abraham Maslow
•There is a hierarchy of five needs—
physiological, safety, social, esteem,
and self-actualization; as each need
is substantially satisfied, the next
need becomes dominant.
•Satisfaction-progression principle

42. Maslow’s Hierarchy of
Needs
deprivation--domination--
gratification---activation

43. PHYSIOLOGICAL NEEDS
Are the physical requirements for human survival.
If these requirements are not met, the human body cannot
function properly and will ultimately fail.
Examples: Hunger, Thirst, Sleep, Sex etc

44. SAFETYNEEDS
•With their physical needs relatively satisfied, the individual’s safety
needs take precedence and dominate behavior.
•These needs have to do with people’s yearning for a predictable
orderly world in which perceived unfairness and inconsistency are
under control, the familiar frequent and the unfamiliar rare.
•Safety and security needs include:
•Personal security
•Financial security
•Health and well-being
•Safety net against accidents/illness and their adverse impacts

45. SOCIALNEEDS
•After physiological and safety needs are fulfilled, the third layer of
human needs are social and involve feelings of belonging. This
involves emotionally based relationships like friendship, intimacy,
family etc.
•Humans need to feel a sense of belonging and acceptance, whether
it comes from a large social group, such as clubs, office culture,
religious groups, professional organizations, sports teams etc.
•They need to love and be loved by others. In the absence of these
elements, many people become susceptible to loneliness, social
anxiety, and clinical depression.
•This need for belonging depending on the strength of the peer
pressure

46. ESTEEMNEEDS
•All humans have a need to be respected and to have self-esteem
and self respect.
•Focus on need to gain recognition and have an activity or
activities that give the person a sense of contribution, to feel
accepted and self-valued, be it in a profession or hobby.
•There can be two versions of esteem needs, a lower one and a
higher one. The lower one is the need for the respect of others, the
need for status, recognition, fame, prestige, and attention. The
higher one is the need for self-respect, the need for strength,
competence, mastery, self-confidence, independence and freedom.

47. SELF-ACTUALIZATION
•This level of need pertains to what a person’s full potential is and
realizing that potential.
•Maslow describes this desire as the desire to become more and
more what one is, to become everything that one is capable of
becoming.

48. CRITICISMS
•Maslow's theory is a theory of human behavior in general rather
than work behavior
•Little evidence has been found for the ranking of needs that
Maslow described, or even for the existence of a definite
hierarchy at all. (Wahba, M. A., & Bridwell, L. G.,1976)
•Needs are not independent to one another, they overlaps
(Kenrick, D.T., et.al,2010)

49. •The position and value of sex on the pyramid is in the
physiological needs category along with food and breathing; it
lists sex solely from an individualistic perspective, it forgets the
emotional, familial and evolutionary aspects of the
same. (Kenrick, D.T., et.al,2010)
•Belongingness is the driving force of human behavior, not a
third tier activity.
•Needs are interactive, dynamic system anchored in the
ability to make social connections.( Steve Denning, 2012)

50. McGregor's Theory X and
Theory Y
(McGregor, D. ,1960)
•Douglas McGregor, an
American social
psychologist, proposed his
famous X-Y theory in his
1960 book 'The Human Side
Of Enterprise'.
•McGregor's ideas suggest
that there are two
fundamental approaches to
managing people.
•Theory X and Theory Y
have to do with the

51. Theory X
It assumes employees are inherently lazy and will avoid work if
they can and that they inherently dislike work. As a result of
this, management believes that workers need to be closely
supervised and comprehensive systems of controls developed.
Theory Y
In this theory, management assumes employees may be
ambitious and self-motivated and exercise self-control. It is
believed that employees enjoy their mental and physical work
duties. According to them work is as natural as play.

52. •Assumes employees are inherently lazy and will avoid work if they
can. Workers need to be closely supervised and comprehensive
systems of control put in place.
•A hierarchical structure is needed, with narrow span of control at
each level, for effective management.
•Employees will show little ambition without an enticing incentive
program and will avoid responsibility whenever they can.
•Think most employees are only out for themselves and their sole
interest in the job is to earn money.
•Tend to blame employees in most situations, without questioning the
systems, policy, or lack of training which could be the real cause of
failures.
•Tend to take a rather pessimistic view of their employees.
•Adopt a more authoritarian style based on the threat of punishment.
TheoryX

53. •Assumes that employees are ambitious, self-motivated, anxious to
accept greater responsibility and exercise self-control, self-
direction, autonomy and empowerment.
•Believesthatemployeesenjoytheirworkandbelievethat,givena
chance,employeeshavethedesiretobecreativeattheirworkplace
andbecomeforwardlooking.
•There is a chance for greater productivity by giving employees the
freedom to perform to the best of their abilities, without being
bogged down by rules.
•Believe that the satisfaction of doing a good job is a strong
motivation in itself. A theory Y manager will try to remove the
barriers that prevent workers from fully actualizing themselves .
TheoryY

54. SIGNIFICANCE
•Theory remains a valid basic principle from which to develop
positive management style and techniques.
•Remains central to organizational development, and to
improving organizational culture.
•A simple reminder of the natural rules for managing people,
which under the pressure of day-to-day business are all too easily
forgotten.
•Theory X might be more suitable in some crisis situations but
less appropriate in more routine and formalized situations. In
India Theory X may still be useful at the lower levels of
organisation.

55. HERZBERG’S 2 FACTORTHEORY
(Herzberg, F., Mausner, B., & Snyderman, B.1959)
•It was developed by psychologist Frederick Herzberg
•Also known as Herzberg's motivation-hygiene theory and dual-
factor theory
•Extended the work ofMaslow
•Study on about 200 accountants and engineers employed by firms
in and around Pittsburgh, Pennsylvania using critical incident
method.

57. •Identified job satisfiers are related with jobcontent
•Job dissatisfiers are related with jobcontext
•2 Factorsidentified-
•Hygiene Factors-jobdissatisfiers
•Motivators-jobsatisfiers

59. HYGIENEFACTORS
•Preventive and environmental innature
•Roughly equivalent to Maslow's lower levelneeds
•It prevents dissatisfaction, but they do not lead tosatisfaction
•It cannotmotivate
MOTIVATERS
•Factors that motivate people on thejob
•Roughly equivalentto Maslow'shigherneeds

60. Implications
•Many organisations try to motivate employees with hygiene
factors like salary.
•Hygiene factors are necessary for employee retention, but it
cannot motivate talented employees to stay with organisations
for long.

61. CRITICISMS
•The theory appears to be bound to the critical incident method
•The reliability of the data could have been negatively impacted by
ego-defensiveness on the part of the employee
•The value of the factors differed as a function of the occupational
level of the employee
•Ignores the part played by individual differences among
employees(Gaziel, 1986).

62. •It is more of an job satisfaction theory than of a motivation
theory
•Two factors are not actually distinct. Factors overlapped as
sources of satisfaction and dissatisfaction
(K Aswathappa, 2005)

63. •Clayton Paul Alderfer, American psychologist further
developed Maslow's hierarchy of needs by categorizing the
hierarchy into his ERG theory (Existence, Relatedness and
Growth.
Identified three groups of core needs
•Existence needs
•Relatedness needs
•Growth needs
•Based on frustration-regression principle
THEORY
(Alderfer, C. P.(1969)

64. •Existenceneeds-concernedwithprovidingthebasicmaterial
existencerequirementsofhumans.Theyincludetheitemsthat
Maslowconsideredtobephysiologicalandsafetyneeds.
•Relatedness needs –the desire people have for maintaining
important interpersonal relationships. These social and status
desires require interaction with others if they are to be satisfied.
He fit Maslow's interpersonal love and esteem needs into the
Relatedness category.
•Growth needs-an intrinsic desire for personal development. It
includes the self-actualization and self-esteem needs of Maslow’s
theory.

66. •Alderfer also proposed a regression theory to go along with the
ERG theory.
•He said that when needs in a higher category are not met then
individuals redouble the efforts invested in a lower category
need.
•Forexampleifself-actualizationorself-esteemisnotmetthen
individualswillinvestmoreeffortintherelatednesscategoryin
thehopesofachievingthehigherneed.
(Alderfer, Clayton P.,1969)

67. McClelland'sTheoryof
needs
•Created by psychologist David McClelland, is a
motivational
•model that attempts to explain 3 motivational
needs
•Need for achievement (n-Ach): The drive to excel, to achieve
in relation to a set of standards, to strive to succeed.
•Need for power (n-Pow): The need to make others behave in
a way that they would not have behaved otherwise.
•Need for affiliation (n-Aff): The desire for friendly and
close interpersonalrelationships.
nAch
nPow
nAff

68. NEED FOR ACHIEVEMENT (n -Ach)
Unconscious concern for excellence in accomplishments
through individual efforts.
Those who have high need for achievement have a strong need
to be successful.
A worker who derives great satisfaction from meeting deadlines,
coming up with brilliant ideas, and planning his or her next
career move may be high in need for achievement.

69. Characteristics of high n-Ach people
•High internal locus of control, self confidence and high
energy traits
•Take responsibility for solving problems.
•They are goal oriented, set moderate, realistic, attainable
goals
•Perform well in non routine, challenging and
competitive situations
•Tend to achieve entrepreneurial-type positions

70. NEED FOR POWER (n-Pow)
Unconscious concern for influencing others and seeking
positions of authority.
Characteristics of high n-Pow people
•Wanting to influence or control over others
•Enjoying the competition in which they can win (they
don’t want to lose)
•Being willing to confront others
•Seeking positions of authority and status.
•Tend to be ambitious and lower need of affiliation

71. NEED FOR AFFILIATION (n-Aff)
Unconscious concern for developing, maintaining and
restoring close personal relationships.
Characteristics of high n-Aff people
•Seeking close relationships with others
•Wanting to be liked by others
•Enjoying lot of social activities
•Seeking to belong, they join groups and associations

72. PROCESSTHEORIES
•Deal with the “process” of motivation,on how motivation
occurs
•Concerned with cognitive antecedents that go into
motivation or effort and with way they relate to one
another.
•Major process theories
•Vroom’s expectancy theory
•Porter & Lawler model

73. VROOM’S EXPECTANCYTHEORY
(Vroom, V.H.,1964)
•Roots in the cognitive concepts of pioneering psychologists
Kurt Lewin and Edward Tolman.
•Victor Vroom proposed his expectancy theory as an alternative
to content models.
•The model is built around the concepts of valence,
instrumentality,and expectancy and is commonly called
the VIE theory.

75. MEANING OF
VARIABLESVALENCE: Strength of an individual’s preference for a particular
outcome. Other terms that are used include value, incentive, attitude
and expected utility
If valence is,
Positive:person prefer attaining the outcome Zero: person is
indifferent towards the outcome Negative: person prefer not
attaining the outcome
EXPECTANCY: probability that a particular effortsin
obtaining a desired first level outcome
INSTRUMENTALITY : Probability that a first level outcome in
obtaining a desired second level outcome, Eg: if a person is
motivated to attain a superior performance for getting a promotion.
Superior performance is seen as instrumental to achieve promotion

76. IMPLICATIONS
•Everyone has a unique combination of valences,
instrumentalities, and expectancies. Thus vroom theory
indicates only the conceptual determinants of motivation and
how they are related, not the what motivates the employees of
an organisation.
•Vroom model does not directly contribute much to the
techniques of motivating personnel in an organisation.
(F.Luthens,1995)

77. PORTER-LAWLER EXPECTANCY
MODEL
(Porter, L. W., & Lawler, E. E. ,1968)
•Lyman W. Porter And Edward E. Lawler used Victor
Vroom’s expectancy theory as a foundation to develop their
expectancy model.
•Similar to Vroom’s theory, Porter and Lawler concluded
that an individual’s motivation to complete a task is
affected by the reward they expect to receive for
completing the task, but introduced additional aspects to
the expectancy theory.

79. •They start with the premise that effort does not equals
satisfaction or performance
•Effort does not lead to performance it is mediated by
•role perception
•Abilities and skills
•The rewards that follow and how these are perceived will lead
to satisfaction.
•PorterandLawlercategorizedtherewardasintrinsicand
extrinsic.
Intrinsicrewardsarethepositivefeelingsthattheindividual
experiencesfromcompletingthetaske.g.satisfaction,sense
ofachievement.
Extrinsicrewardsarerewardsemanatingfromoutsidethe
individualsuchasbonus,commissionandpayincreases.

80. CONTEMPORARY THEORIES OF
WORK MOTIVATION
•Equitytheory
•Goal settingtheory
•Attributiontheory
•Cognitive evaluationtheory
•Reinforcement theory

81. EQUITYTHEORY
(Adams, 1965)
•Developed in 1963 by
John Stacey Adams,
workplace and behavioral
psychologist, who
asserted that employees
seek to maintain equity
between the inputs that
they bring to a job and
the outcomes that they
receive from it against
the perceived inputs and
outcomes of others
(Adams, 1965).
•It says that employees

82. •An individual will consider that he is treated fairly if he
perceives the ratio of his inputs to his outcomes to be
equivalent to those around him.
•The idea is to have the rewards (outcomes) be directly related
with the quality and quantity of the employees contributions
(inputs). If both employees were perhaps rewarded the same, it
would help the workforce realize that the organization is fair,
observant, and appreciative.

83. •If an employee notices that another person is getting more
recognition and rewards for their contributions, even when
both have done the same amount and quality of work, it
would persuade the employee to be dissatisfied. This
dissatisfaction would result in the employee feeling
underappreciated and perhaps worthless.

84. Inputs
•Defined as each participant’s contributions to the relational
exchange and are viewed as entitling him/her to rewards or costs.
Examples: Time, Effort, Hard Work, Commitment, Ability etc
Outcomes
•Defined as the positive and negative consequences that an
individual perceives a participant has incurred as a consequence
of his/her relationship with another.
•When the ratio of inputs to outcomes is close, than the
employee should have much satisfaction with their job.
•Outputs can be both tangible and intangible.
Examples: Job security, Salary, Employee benefit, Recognition
etc

86. REACTIONS TOINEQUITY

87. GOAL SETTINGTHEORY
•Inlate1960s,EdwinLockeproposedthatintentionstowork
toward a goal are the major source of motivation.
•Goalstellanemployeewhatneedstobedoneandhowmuch
effortswillneedtobeexpended.
•Specificanddifficultgoalswhenacceptedwillleadtohigher
performancethandogeneralizedandeasygoals,andfeedback
leadstohigherperformance
•Iffactorssuchasacceptanceofthegoalsareheldconstant,the
moredifficultthejob,higherthelevelofperformance.

88. Why are people motivated by difficult goals?
•Difficult goals direct our attention to the task at hand and away
from irrelevant distraction.
•Difficult goals energize and to work harder to attain them.
•When goals are difficult, people persist in trying to attain them
•Difficult goals lead to discovering strategies that help to
perform the job effectively.

89. Factors found to influence the goal-
performance relationship
•Feedback
•Goal commitment
•Task characteristics
•National culture
•Feedback
People do well when they get feedback on how well they are
progressing toward their goals, because feedback helps to
identify discrepancies between what they have done and
what they want to do.

90. Goal Commitment
Theory suppose that employees are committed to a goal. It is
likely to occur
•When goals are made public
•When employees has an internal locus of control
•When goals are self set rather than assigned
Taskcharacteristics
Goalsseemtohaveasubstantialeffectonperformancewhen
tasksaresimpleratherthancomplex,welllearnedratherthan
novel,andindependentratherthaninterdependent
National culture
Theory is well adapted to countries such as US, and Canada
because its key components align reasonably well with North
American cultures.