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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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