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WHAT IS MOTIVATION?
Motivation is a set of processes that moves a
person toward a goal.
Motivation refers to the initiation,direction,
intensity and persistence of human behaviour.
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MOTIVATION:WHY DO WE
CARE?
Performance = f (Ability, Motivation, Opportunity)
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WHAT IS A GOAL?
It is a projected state of affairs -that a personor a system plans or intends to achieve
A personal or organizational desired end-point
Many people endeavor to reach goals within afinite time by setting deadlines
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Finally: Yougo out on adate with
Tasks on the dateCo it enttowards ..
SELF-EFFICACY
BELIEF
Desire to
eet ..
To go on a datewith
DESIRE TOMEET THE
GOAL
SELF-EFFICACY
BELIEF
GOAL SETTING PROCESS
GOALTASK
PERFORMANCE
GOAL
COMMITMENTMEETING
THE GOAL
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GOAL SETTING THEORY
Research was conducted by Dr.Edwin Locke inthe late 1960s
The theory stated that specific and difficultgoals,with feedback,leads to higherperformance.
Dr.Gary Latham found the inseparable link
between goal setting and workplaceperformance.
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HOW DOES GOAL SETTING
WORK?According to Locke, goal setting has fourmotivational mechanisms:
GOALS DIRE T ATTENTION
GOALS REGULATE EFFORTS
GOALS IN REASE PERSISTEN E
GOALS FOSTER THE DEVELOPMENT AND APPLICATION OF THETASK STRATEGIES AND ACTION PLAN
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REQUIREMENTS FOR GOALSETTING
GOAL SPECIFICITY
GOAL DIFFICULTY
PARTICIPATION IN GOAL SETTING AND ACCEPTANCEOF GOALS BY EMPLOYEES
FEEDBACK AND EFFORT
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ADDITIONAL
REQUIREMENTS FOR GOALSETTING
GOAL COMMITMENT
SELF EFFICACY
TASK CHARACTERISTICS
NATIONAL CULTURE
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STEPS IN GOAL SETTING
STEP 1:
SET GOALS.
STEP 2:PRO OTE GOALCO IT E T.
STEP 3: PROVIDESUPPORT A DFEEDBACK.
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DRAWBACKS OF GOAL
SEETTING
Leads to tunnel vision
Restricts team work.
Leads to stress Short range thinking
Dishonesty among employees
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STRETCH GOALS
Concept was given by Steven Kerr.
Goals which force employees to go beyond
what they are accustomed to doing, thusimprove performance, and are attainable.
The company provides all the requiredinfrastructure and support to attain thosegoals.
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MANAGEMENT BY OBJECTIVES
The term was coined by Peter Drucker.
MBO is a process where managers and
subordinates jointly set goals, shareinformation and discuss strategies that lead to
goal attainment.
The goals should be tangible,verifiable and
measurable.
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DEFINEORGANIZATIONAL
GOALS
DEFINE EMPLOYEEOBJECTIVES
CONTINUOUSMONITORING OF
PERFORMANCE ANDPROGRESS
PERFORMANCEEVALUATION/REVIEW
PROVIDING FEEDBACK
PERFORMANCEAPPRAISAL
THE MBO
PROCESS
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FOUR INGREDIENTS FOR MBO
Goal specificity
Participative decision making
Explicit time period
Performance feedback
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MBO IN PRACTICE
Managers can make MBO effective when:
1. Specific and unambiguous goals are set.
. Plan of action is decided3. Effective and efficient feedback methods are
used
4. Equitable and valid rewards are given
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MBO FAILS WHEN
1. Unrealistic goals
. Inadequate resources
3. No timely feedback4. Inappropriate rewards
An example of MBO failure is FUJITSU, Japan.
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BIBLIOGRAPHY
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THANK YOU!
JYOTIKA JHANGIANI
KRUPA THAKKAR
DIVYA S. DARSHITA KOTHARI
UDIT MAHESHWARI
K.SHANKAR
AVISH VASTANI