The document discusses job design and goal setting techniques to motivate employee performance. It describes various job design approaches like job engineering, enrichment, enlargement and rotation. It also explains goal setting theory and guidelines from research, including making goals specific, difficult and owned by employees. Feedback is important for tracking progress towards goals. The application of goal setting to overall systems performance is outlined.

1. Motivating Performance Through Job Design & Goal Setting Presented by: For-Ian V. Sandoval with Team LSPU

3. JOB DESIGN

6. Various techniques and approaches to job design. JOB DESIGN Job Engineering Job Enrichment Job Enlargement Job Rotation Job Simplification Social Information Processing Quality of Work Life

12. The Hackman-Oldham core job characteristics approach to task design. Significance of the Task Core Job Characteristics Variety of Skill Identity of the task Autonomy Feedback Critical Psychological State Experienced Meaningfulness of the work Experienced responsibility for work outcomes Knowledge of results From work activities Personal & Work Outcomes High internal work motivation High quality work performance High satisfaction with the work Low turnover & absenteeism Moderated by employee growth need strength

14. GUIDELINES FOR REDESIGNING JOBS Core Job Characteristics Guidelines for Practice Skill Variety Provide cross-training Expand duties requiring more skills Task Identity Give projects Form work modules Task Significance Communicate importance of the job Enhance image of the organization Autonomy Empower to make decisions Give more responsibility & Accountability Feedback Implement information system (IS) Supervisors give objective, Immediate information

15. SOCIAL INFORMATION PROCESSING APPROACH (SIPA) Three (3) major causes of a job holder’s perceptions, attitudes and actual behavior: 1. The jobholder’s cognitive evaluation of the real task environment. 2. The jobholder’s past actions including reinforcement history learning. 3. The information that the immediate social context provides

16. SOCIAL INFORMATION PROCESSING APPROACH (SIPA) Attributional process combined w/ SIPA: 1. Choice 2. Revocability 3. Publicness 4. Explicitness 5. Social norms and expectations 6. External priming

19. GOAL SETTING

22. GOAL SETTING Four mechanisms through which goal setting is able to affect individual performance: 1. Goals focus attention towards goal-relevant activities and away from goal-irrelevant activities. 2. Goals serve as an energizer; higher goals will induce greater effort while low goals induce lesser effort.

23. GOAL SETTING 3. Goals affect persistence; constraints with regard to resources will affect work pace. 4. Goals activate cognitive knowledge and strategies which allows employees to cope with the situation at hand.

25. GOAL SETTING 2. Feedback Keep track of performance to allow employees to see how effective they have been in attaining the goals. Without proper feedback channels it is impossible to adapt or adjust to the required behavior. 3. Task complexity More difficult goals require more cognitive strategies and well developed skills. The more difficult the tasks ahead, a smaller group of people will possess the necessary skills and strategies. From an organizational perspective it is thereby more difficult to successfully attain more difficult goals since resources become more scarce.

26. GOAL SETTING 4. Employee Motivation The more employees are motivated, the more they are stimulated and interested in accepting goals. 5. Macro-economical characteristics The position of the economy in the conjucture puts pressure or simply relieves the organization. This means that some goals are easier set in specific macro-economical surroundings. Depression is for instance the least successful conjucturial phase for goal setting.

27. GOAL SETTING Guidelines to improve performance through goal setting: 1. Specific goals 2. Difficult, challenging goals 3. “Owned” and accepted goals 4. Objective, timely feedback about progress toward goals

28. GOAL SETTING Practical limitations in goal setting: 1. Difficult goals increases the level of risk managers and employees are willing to take 2. Inhibited subjects from helping others who were requesting assistance, which has implications for teamwork 3. Difficult goals may lead to stress, put perpetual ceiling on performance, cause the employees to ignore non-goal areas 4. Encourage short-range thinking, dishonesty or cheating.

29. The application of goal setting to system performance. Set overall objectives &action Develop the organization Set individual Objectives &action plans Conduct final appraisal Of result Conduct periodic appraisal & provide Feedback on progress; make adjustments

30. Thank You!