Using Goal Setting and the Six Principles of Persuasion to Motivate
For more than a generation employers have been attempting to solve the difficult task of motivating employees. In the early 1900’s the task concept was first introduced by Frederick W. Taylor, along with time, motion study, and incentive pay, became the cornerstone of scientific management. After several decades the idea of goal setting was re-introduced under a new name, management by objectives, and became the blueprint for managers to motivate works. The next step in this evolution was using goal setting as a motivational tool. Through laboratory and field research if was found that workers assigned hard goals performed better than those workers assigned moderately difficult or easy goals. In addition, if the goals were specific, measurable, attainable, realistic, and timed, they created greater motivation and provided clear expectation for workers expected to reach their goals.
Using Goal Setting and the Six Principles of Persuasion to Motivate The problem of motivating employees has been a difficult and frustrating task for employers for more than 100 years. One reason this problem has been so difficult to solve, is the fact that motivation ultimately comes from within each individual and therefore cannot be observed directly by supervisors. What could be observed was the low productivity of unmotivated workers and the destructive consequence it has on the workplace. There are several barriers to workplace productivity which are common to low productivity, including problems with measuring workload, employee working conditions, management style, and lack of employee motivation. Employers have used several incentives over the years, with money being the primary incentive, like job enrichment, behavior modification, and organizational development with various degrees of success. Through a number laboratory and field research studies one technique, goal setting, has emerged as a more effective motivation method than other technique and maybe the most important component by which the other incentives (pay, job enrichment, behavior modification and organizational development) affect motivation. There are numerous benefits to employers who use goal setting for their employees, but none more important than increased employee motivation. Goal setting for employee creates a set of benefits for the employees, as well as for the employer that cannot generally be obtained more effectively through other ways. If the goals set are definitive goals, they will have a motivational effect throughout the entire organization. Setting both individual and group goals can give employees a sense of ownership in the organization.
Participative or Assigned Goal Setting
Participative goal setting is the process of identifying, adopting, and articulating relevant goals from higher-order objectives, mission, and purpose, and integrating, translating, and adapting them at the group level. Participative goal-setting is instrumental in helping group to achieve and sustain high-performance. Participative and assigned goal setting had no significantly different effects on performance if the goal was held consistently difficult, except participating groups members set higher goals. Groups using specific, difficult goals, participative or assigned, consistently had higher performances than did groups using the abstract or generalized goals such as the typical supervisor advice “do your best”.
The employee needs to have the reassurance from the employer that their job is valued. The unity created between employee and employer through active goal setting along with sharing results of the achieved objectives provides the employee the necessary gratification to...