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As an employee, I was a member of the sales department. The other departments consisted of clerical and office workers, administration, payroll, shipping and receiving, technical support, quality control, and customer service. The company had various motivational strategies in place for the employees. For instance, the company's compensation was very competitive and included a procedure for yearly performance evaluations and salary adjustments. Each year the department managers and supervisors submitted a performance appraisal for each employee. The performance appraisal rated the employee in the following manner: not meeting potential, meeting potential, or exceeding potential. As a result of the report, annual pay adjustments were given based on the employee's overall performance rating. In fact, the company rewarded individuals based on their performance, skills, and contributions. The company's focus was to maintain an overall working environment that was team-oriented. Therefore, teams which achieved their goals and teams which exhibited above average performance received additional bonuses. The purpose of the pay incentive was to help the company attain its goals by attracting, motivating and retaining highly-qualified support staff and
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Essentially, the goal-setting theory explains that individuals are compelled to reach a clearly defined objective. Sometimes this objective is a reward in itself. Primarily, a goal's effectiveness is affected by three factors; specificity, proximity, and difficulty. An ideal goal has the characteristic of presenting a condition where the time between the initiation of behavior and a successful outcome is close in time. Furthermore, individuals need to be empowered to set their own goals instead of just responding to those goals set by the organization. According to Latham and Locke (2002), self-efficacy will enhance the individual's commitment to achieve the goal. Coupled with self-efficacy the employees need to receive consistent positive feedback on their progress in striving to complete the goal. As a consequence, the impact of applying the goal-setting theory is that management will receive an increase in productivity and the employees will not only be more productive and motivated, but will also have more self-esteem and
Essentially, the goal-setting theory explains that individuals are compelled to reach a clearly defined objective. Sometimes this objective is a reward in itself. Primarily, a goal's effectiveness is affected by three factors; specificity, proximity, and difficulty. An ideal goal has the characteristic of presenting a condition where the time between the initiation of behavior and a successful outcome is close in time. Furthermore, individuals need to be empowered to set their own goals instead of just responding to those goals set by the organization. According to Latham and Locke (2002), self-efficacy will enhance the individual's commitment to achieve the goal. Coupled with self-efficacy the employees need to receive consistent positive feedback on their progress in striving to complete the goal. As a consequence, the impact of applying the goal-setting theory is that management will receive an increase in productivity and the employees will not only be more productive and motivated, but will also have more self-esteem and