Path–Goal Theory
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Manager Cascade, Edit, Or Discontinue Goal(S) in Workday
Talent Management: Cascade, Edit, or Discontinue Goals Manager Managers have the ability to add department-based goals or • Check the Include Subordinate Organizations to cascade cascade organization goal. Managers can also edit in-progress goals throughout all supervisory organization below yours. or discontinue a goal that is no longer relevant to the employee. 6. Click OK. • Write Team Goal 7. Write the goal in the Goal field. Add a detailed, SMART • Cascade Organizational Goal description. • Edit or Discontinue a Goal 8. Click the Category box to select if this is either an Organizational or Team goal. • View Team’s Goals 9. Editable will be pre-selected. This allows the employee to edit Tasks the goal title. 10. Click Submit. Write Team Goal Cascade Organizational Goal 1. From the Workday home page, click on the Team Performance app. Goals may be cascaded from a higher level of leadership, down through each level to reach all supervisory organizations. This 2. From the Actions column, click on the Add Goal to Employees section will include the steps of the leader writing the goal and the menu item. approval step of the immediate supervisor of the employee receiving the goal. 3. Select Create New Goal. Organizational Goal Writer: 4. To add to immediate team, use the Employees field: 1. Complete steps 1-3 and skip step 4 of Add Goal to Employee. • Select My Team and select individuals or 2. In step 5, click Ctrl, the letter A and Enter to select entire • Click Ctrl, the letter A and then hit Enter to select all. -
Personal Goals, Life Meaning, and Virtue: Wellsprings of a Positive Life
5 PERSONAL GOALS, LIFE MEANING, AND VIRTUE: WELLSPRINGS OF A POSITIVE LIFE ROBERT A. EMMONS Nothing is so insufferable to man as to be completely at rest, without passions, without business, without diversion, without effort. Then he feels his nothingness, his forlornness, his insufficiency, his weakness, his emptiness. (Pascal, The Pensees, 1660/1950, p. 57). As far as we know humans are the only meaning-seeking species on the planet. Meaning-making is an activity that is distinctly human, a function of how the human brain is organized. The many ways in which humans conceptualize, create, and search for meaning has become a recent focus of behavioral science research on quality of life and subjective well-being. This chapter will review the recent literature on meaning-making in the context of personal goals and life purpose. My intention will be to document how meaningful living, expressed as the pursuit of personally significant goals, contributes to positive experience and to a positive life. THE CENTRALITY OF GOALS IN HUMAN FUNCTIONING Since the mid-1980s, considerable progress has been made in under- standing how goals contribute to long-term levels of well-being. Goals have been identified as key integrative and analytic units in the study of human Preparation of this chapter was supported by a grant from the John Templeton Foundation. I would like to express my gratitude to Corey Lee Keyes and Jon Haidt for the helpful comments on an earlier draft of this chapter. 105 motivation (see Austin & Vancouver, 1996; Karoly, 1999, for reviews). The driving concern has been to understand how personal goals are related to long-term levels of happiness and life satisfaction and how ultimately to use this knowledge in a way that might optimize human well- being. -
Management by Objectives: Advantages, Problems, Implications for Community Colleges
DOCUMENT RESUME ED 057 792 JC 720 028 AUTHOR Collins, Robert W. TITLE Management by Objectives: Advantages, Problems, Implications for Community Colleges. PUB DATE 71 NOTE 20p.; Seminar paper EDRS PRICE MF-$0.65 HC-$3.29 DESCRIPTORS Administrative Principles; Decision Making; *Educational Administration; *Junior Colleges; *Management; *Management Development; *Management Systems; Objectives ABSTRACT Not new in principle, management by objectives (MBO) focuses on the goals of an institution stated as end accomplishments. Community college administrators have been attracted by the reputed benefits of MBO: increased productivity, improved planning, maximized profits, objective managerial evaluation, and improved participant morale. This paper summarizes the advantages and disadvantages of MBO learned and reported from business and industry. Problems encountered in MBO programs include: lack of total organizational commitment, lack of prerequisites to implementation, failpre to integrate individual and organizational goals, overemph sis on measurable goal attainment, and inadequacies in performance a praisal. To be most effective in community colleges, MBO must have the total backing of board members and the president. Furthermore, the school must be prepared to commit extra time to implement MBO. The major determinant of the success or failure of MBO type programs is largely a result of its acceptance by users. (IA1 U.S. DEPARTMENT OF HEALTH. EDUCATION & WELFARE Of'FICE OF EDUCATION THIS DOCUMENT HAS BEEN REPRO- DUCED EXACTLY AS RECEIVED FROM THE PERSON OR ORGANIZATION ORIG- INATING IT POINTS 0:' VIEW OR OPIN- IONS STATED DC NECESSARILY REPRESENT OFFICIAL. -FFICE OF EDU- "CATION.POSITION OR POLICY. CNJ MANAGEMENT BY OBJECTIVES: ADVANTAGES, PROBLEMS, IMPLICATIONS FOR COMMUNITY COLLEGES BY: Robert W. -
Sales Managers' Motivation to Coach Salespeople
The current issue and full text archive of this journal is available at http://www.business.brookes.ac.uk/research/areas/coachingandmentoring/ International Journal of Evidence Based Coaching and Mentoring Vol. 8, No. 1, February 2010 Page 34 Sales Managers’ Motivation to Coach Salespeople: an exploration using expectancy theory Claudio Pousa, Université de Sherbrooke, Québec, Canada Anne Mathieu, Université de Sherbrooke, Québec, Canada Email: [email protected] Abstract Sales managers can supervise and help salespeople achieve their performance goals by using two types of behaviours: ‘coaching’ or ‘directive’ behaviour. As companies can be interested in promoting coaching in order to develop their human resources, they can find useful to understand which factors affect sales managers’ motivation to coach rather than to “direct”. Building on Vroom’s Expectancy Theory, we develop a theoretical model exploring sales managers’ motivation to show a coaching behaviour. Organizational implications are drawn from the model. Keywords: Sales coaching, Sales Managers, Motivation, Expectancy Theory Introduction In a time when organizations face increasing global competition and they struggle to maintain their market positions, the use of managerial tools that can help their sales representatives increase performance has become extremely important. Coaching, in particular, has been identified as a critical managerial role that every sales manager should employ in order to develop the sales representatives and increase their performance (Deeter-Schmelz et al, 2002; Deeter-Schmelz et al, 2008). However, sales managers do not coach all the time: they also conduct people through the use of directive behaviours, such as establishing goals, controlling, evaluating and rewarding salespeople (Honeycutt, 2002; Ingram et al, 2005). -
CONDUCTING a GOAL-SETTING DISCUSSION Conducting Goal Setting
MANAGER GUIDE The Importance of CONDUCTING A GOAL-SETTING DISCUSSION Conducting Goal Setting Managers and their direct Review Organizational Goals to Prepare for the Discussion reports need to collaborate Before speaking with employees, managers should review the company’s top-level objectives and determine how your own in setting meaningful goals, goals contribute to achieving business goals. In addition, identify the goals that need to be delegated to the team, and provide tracking progress against direct reports with the information required to draft their goals. You should advise the reports to complete the following steps those goals over time, and to create a draft of their performance goals, strategies, and tactics before the goal-setting discussion: evaluating performance. Connecting an employee’s Re-read the mission and vision Review any development areas Individual work with organizational for the company; understand the from recent performance reviews. Development Plan company’s strategic objectives and goals is the top driver of Review current goals and Comments how your job supports them. discretionary effort. aspirations. Re-read the department’s mission Identify any new overarching goals. For the organization, and vision. goal-driven performance Actions Review job description and any management aligns performance expectations for employees with your role. the achievement of strategic goals. Ensure Meaningful Goals Set Goals from the Beginning You should work with your direct report to check the accuracy of Goals Grid for Improving Skills the goals and assess goal alignment with those of peers and the Goal-setting discussions department. In addition, you should ensure that the goals support should occur shortly after the the employees’ development goals based on any recent performance performance reviews or as an feedback. -
Goal Setting Workbook
Workbook for Goal-setting and Evidence-based Strategies for Success Complete Workbook by Caroline Adams Miller, MAPP Author of Creating Your Best Life: The Ultimate Life List Guide Table of Contents Introduction .................................................................................................................... 5 Theme One: Flourishing ................................................................................................. 6 Why Does Flourishing Matter? ................................................................................... 6 Success Flows from Happiness ................................................................................ 6 The Positivity Ratio .................................................................................................. 7 From the Source: Martin Seligman on Flourishing ................................................... 8 Jolts of Joy ................................................................................................................... 9 Happiness Boosters Worksheet ..............................................................................11 Introducing Character Strengths .............................................................................. 12 Exploring Your Own Character Strengths ............................................................. 13 Looking Back: Me at My Best ................................................................................ 14 Find Your Person-Activity Fit .................................................................................. -
Effect of Goal Setting for Motivation, Self-Efficacy, and Performance in Elementary Mathematics
International Journal of Instruction October 2020 ● Vol.13, No.4 e-ISSN: 1308-1470 ● www.e-iji.net p-ISSN: 1694-609X pp. 1-16 Received: 21/08/2019 Revision: 15/03/2020 Accepted: 01/04/2020 OnlineFirst:02/07/2020 Effect of Goal Setting for Motivation, Self-Efficacy, and Performance in Elementary Mathematics Jacklyne D. Sides University of North Georgia, USA, [email protected] Joshua A. Cuevas Assoc. Prof., University of North Georgia, USA, [email protected] Goal setting is utilized by adults regularly to foster success. It has also been shown to benefit academic achievement. This 8-week study sought to determine the effects of goal setting on motivation, self-efficacy, and math achievement in elementary students. The quasi-experimental study included 70 students in 3rd and 4th grade math classes. Students in the experimental group were involved in setting an achievement goal for fluency of multiplication facts. The students monitored their progress through a weekly graphing and reflection activity. The results indicated that elementary students involved in setting goals showed an increase in their mathematical performance of multiplication facts. However, based on the results from this study, goal setting did not have an impact on motivation or self- efficacy. These results support the concept of goal setting theory in the academic setting, suggesting that it may be beneficial for teachers to include goal setting in their day-to-day instructional practices, though further research on its effect on affective traits is warranted. Keywords: goal setting, motivation, self-efficacy, elementary, mathematics, goal setting theory INTRODUCTION There is ongoing research to determine the best methods for how to assist students in achieving academic success. -
Victor Vroom's Expectancy Theory of Motivation
Victor Vroom’s Expectancy Theory of Motivation – An Evaluation Dr. Pranav Parijat Formerly Assistant Professor, School of Business and Management Jaipur National University, Jaipur Shilpi Bagga Assistant Professor School of Business and Management Jaipur National University, Jaipur ABSTRACT Motivation is the driving force behind all human efforts and is essential to all human achievements. As an aspect of management it occupies a very important place. Many theories on motivation in business management have emerged. Expectancy Theory as proposed by Victor Vroom is one of the process theories of motivation. It looks at the cognitive processes that effect motivation of people working in organizations. In this brief paper attempt has been made to look into this theory, bring out its characteristics, merits and demerits in context of business management. It has also been concluded that despite its weaknesses the Expectancy Theory is useful in many respects. Keywords: Motivation, Valence, Instrumentality, Expectancy OBJECTIVES 1. To spell out the dominant characteristics of Expectancy Theory, and 2. To understand the merits and advantages and the limitations and weaknesses of the Expectancy Theory. SOURCES OF SUBJECT MATTER 1. Books on Organizational Behaviour, Management and related areas, 2. Articles and papers on the Expectancy Theory of Motivation. RESEARCH METHODOLOGY This research is a theoretical research based on secondary sources. The nature of the research is descriptive, explanatory and analytical. INTRODUCTION In any business organization motivation is necessary whether a private or public enterprise. Humans are basically psychological beings and need inspiration whether extrinsic or intrinsic for achieving organizational as well their personal objectives and goals. In the modern world when competition, both among the individuals as well as the business organizations has assumed such high importance, motivation has become all the more necessary. -
Understanding the Mental Status Examination with the Help of Videos
Understanding the Mental Status Examination with the help of videos Dr. Anvesh Roy Psychiatry Resident, University of Toronto Introduction • The mental status examination describes the sum total of the examiner’s observations and impressions of the psychiatric patient at the time of the interview. • Whereas the patient's history remains stable, the patient's mental status can change from day to day or hour to hour. • Even when a patient is mute, is incoherent, or refuses to answer questions, the clinician can obtain a wealth of information through careful observation. Outline for the Mental Status Examination • Appearance • Overt behavior • Attitude • Speech • Mood and affect • Thinking – a. Form – b. Content • Perceptions • Sensorium – a. Alertness – b. Orientation (person, place, time) – c. Concentration – d. Memory (immediate, recent, long term) – e. Calculations – f. Fund of knowledge – g. Abstract reasoning • Insight • Judgment Appearance • Examples of items in the appearance category include body type, posture, poise, clothes, grooming, hair, and nails. • Common terms used to describe appearance are healthy, sickly, ill at ease, looks older/younger than stated age, disheveled, childlike, and bizarre. • Signs of anxiety are noted: moist hands, perspiring forehead, tense posture and wide eyes. Appearance Example (from Psychosis video) • The pt. is a 23 y.o male who appears his age. There is poor grooming and personal hygiene evidenced by foul body odor and long unkempt hair. The pt. is wearing a worn T-Shirt with an odd symbol looking like a shield. This appears to be related to his delusions that he needs ‘antivirus’ protection from people who can access his mind. -
Chapter Title Work Motivation: Directing, Energizing, and Maintaining Effort (And Research)
Chapter Title Work Motivation: Directing, Energizing, and Maintaining Effort (and Research) Authors’ Names Adam M. Grant and Jihae Shin [email protected] and [email protected] Authors’ Affiliation The Wharton School, University of Pennsylvania Abstract This chapter provides an overview of contemporary research on work motivation. We start by identifying the central premises, controversies, and unanswered questions related to five core theoretical perspectives on work motivation: expectancy theory, equity theory, goal-setting theory, job design, and self-determination theory. We then discuss four current topics and new directions: collective motivation and organizing, temporal dynamics, creativity, and the effects of rewards. Keywords Work motivation, expectancy theory, equity theory, goal-setting, job design, self-determination theory, organizing, creativity, rewards Citation: Grant, A. M., & Shin, J. 2011. Work motivation: Directing, energizing, and maintaining effort (and research). Forthcoming in R. M. Ryan (Ed.), Oxford handbook of motivation . Oxford University Press. Work Motivation 2 Introduction Work motivation is an important phenomenon for both scholars and practitioners to understand. It helps to explain what drove Thomas Edison to invent the first light bulb, Florence Nightingale to improve nursing practices, Nelson Mandela to become the president of South Africa, Benjamin Franklin to create fire and police departments, Maya Angelou to write poetry, and Michelangelo to paint the Sistine Chapel. Knowledge of work motivation also has the potential to shed light on major collective accomplishments such as discovering flight, landing on the moon, curing river blindness, and inventing the telephone and the computer. Underlying all of these accomplishments is a desire to take action. Work motivation is described as the psychological processes that direct, energize, and maintain action toward a job, task, role, or project (Campbell & Pritchard, 1976; Kanfer, 1990). -
Our Mission, Vision, Strategic Goals, and Objectives
OUR MISSION,VISION, STRATEGIC GOALS, AND OBJECTIVES 1 STRATEGIC GOAL 2 FY 2004 - FY 2009 STRATEGIC PLAN OUR MISSION, VISION, STRATEGIC GOALS, AND OBJECTIVES Our Mission,Vision, Strategic Goals, and Objectives Mission Statement The Department of Commerce creates the conditions for economic growth and opportunity by promoting innovation, entrepreneurship, competitiveness, and stewardship. Vision or almost 100 years, the Department of Commerce has partnered with U.S. businesses to maintain a prosperous, productive America that is committed to consumer safety and the protection of natural resources. Together, we have a Frecord of innovation in manufacturing, transportation, communications, measurement, and materials that has helped to sustain U.S. leadership of the international marketplace. By assisting the private sector, our vision is that the United States continues to play a lead role in the world economy. Strategic Goals To achieve this mission and fulfill our vision, we have three strategic goals and a management integration goal. Each strategic goal involves activities that touch American lives every day. GOAL 1: Provide the information and tools to maximize U.S. competitiveness and enable economic growth for American industries, workers, and consumers General Goal/Objective 1.1: Enhance economic growth for all Americans by developing partnerships with private sector and nongovernmental organizations. General Goal/Objective 1.2: Advance responsible economic growth and trade while protecting American security. General Goal/Objective 1.3: Enhance the supply of key economic and demographic data to support effective decision-making of policymakers, businesses, and the American public. Activities Collect, analyze, and disseminate demographic and economic data to serve public and private decisionmakers at all levels, on fiscal and monetary policy, business finance and investment strategy, and personal household economic matters. -
The Changing Workforce Expectancy Theory and Expectations
obert F. Kennedy, in 1966 said, “Few will have the greatness mobile, are less connected to their community, and do not have as Members of Generation X (born between 1965 and 1980) expect that between want and work, or rewards and expectations. Individuals to bend history itself; but each of us can work to change much organizational loyalty as their older colleagues. Moreover, they will be given opportunities to seek personal and professional make both rational and irrational judgments based on an effort- a small portion of events, and in the total of all those acts they consider retirement as “self-driven investment opportunities.” growth, and the flexibility to pursue a balance between work and reward probability calculation and align their work performance R 1 will be written the history of this generation.” Although Kennedy Simply put, in today’s workplace, the lure of government pension life away from work. Additionally, they generally value recognition accordingly. The theory explains why some employees have high was not speaking about public servants, his observations are still and job security is not enough to retain quality employees.4 and opportunities to work in teams. Generation Y (1976-1995 or job satisfaction with lower turnover intention, average satisfaction applicable. Individually, public servants leave a small imprint on Attitudes regarding work and career are generational. A 1960s 1982–2001, depending on the source) seek opportunities that enable with average intention, and low satisfaction with higher turnover history; their collective impact is the foundation of government survey asked what gave life the most meaning. 13% believed them to perform meaningful work.