4dny - goal theory

8/13/2019 4DNY - Goal Theory

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HOW GOALS HELP?!

DIRECTION: Goals direct attention and effort toward goal-

relevant activities and away from goal- irrelevantactivities.

ENERGIZING: High goals lead to greater effort than low

goals.

PERSISTENCE: When participants are allowed to control the

time they spend on a task, hard goals prolong effort.

STRATEGY: Goals affect action indirectly by leading to the

arousal, discovery, and/or use of task-relevant knowledge

and strategies


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Outcomes

VS

Process


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GOAL SETTING THE THEORY

1. IF THE GOAL IS STRAIT FORWARD: We automatically

use knowledge and skills weve already acquired that arerelevant to goal attainment.

2. IF THE PATH ISNT OBVIOUS: We draw from therepertoire of skills weve used previously in related

contexts, and apply them to the present situation.

3. IF THE TASK IS COMPLETELY NEW: We engage indeliberate planning to develop strategies that will enableus to attain our goals

4. ITS PARTIALLY IN YOUR HEAD: People with high self-efficacy (belief in their skills) are more likely than thosewith low self-efficacy to develop effective task strategies


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GOAL SETTING: WHAT WORKS?

4. STICK TO SPECIFICS: When people are asked to do

their best, they do not do so unless

5. WHEN IT GETS HARD, GET TOUCHY FEELY: Urging

people to do their best for extremely complex goals leads

to better strategies than setting a specific difficult

performance goal.

6. THE ANTIDOTE is to set specific challenging learning

goals, such as to discover a certain number of different

strategies to master the task

7. LEARN THE SCIENTIFIC METHOD: When people are

trained in the proper strategies, their performance

improves


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MODERATORS

COMMITMENT This is most important and relevantwhen goals are difficult

Key factors that facilitate goal commitment

are

(a) factors that make goal attainment important to people,

including the importance of the outcomes that they

expect as a result of working to attain a goal, and

(b)their belief that they can attain the goal (self-efficacy).

(c)Making a public commitment to the goal enhancescommitment

(d)Goal commitment can also be enhanced by leaders

communicating an inspiring vision


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MONETARY INCENTIVES

More money gains more commitment

BUT IT CAN BACKFIRE

1. If the goal is very difficult and people are only paid for

completion

2. This isnt the case for moderately difficult goals or if paidfor PERFORMANCE


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CROWD SOURCING YOUR EMPLOYEES

Allowing subordinates to participate in setting

goals doesnt help increase motivation orlikelihood of success**

In fact, this has been shown to even have the

OPPOSITE effect.

**(assuming the goal makes sense to everyone)


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FEEDBACK

For goals to be effective, people need summary

feedback that reveals progress in relation totheir goals.

When people find they are below target, they

normally increase their effort or try a new

strategy.


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THE FORCE TO ACT

Vrooms (1964) ValenceInstrumentalityExpectancy

theory

The likelihood to act on our goals is driven by 3 main factors:

(1) Valence (anticipated satisfaction)

(2) instrumentality (the belief that performance will lead to

rewards)

(3) Expectancy (the belief that effort will lead to the performance

needed to attain the rewards)


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SATISFACTION


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4dny - goal theory

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