The administrator of the highway department was given a task to find a way to fill more potholes. This program to fill more potholes would decrease the number of complaints in the city and the number of damages to the residents’ cars. To do this, the Highway Administrator implemented a goal-setting program, in hopes this would encourage the workers to fill more potholes. This program sets a standard for each crew to fill a certain amount of potholes per day, no matter the location of where the crew was working. The results will then be posted for all of the crews to observe and compare. As an incentive to fill as many potholes as possible, the crew who filled the largest amount of potholes each week was given a reward. I personally believe excellent results will be achieved since the Highway Administrator’s plan follows the design of the goal setting theory.
“Goal setting theory was based on the premise that much human action is purposeful, in that it is directed by conscious goals.” (Neil, 1994) A more updated definition of the Goal Setting Theory states that goals are the primary drivers of the intensity and persistence of effort. This program is going to be successful since the goals to be met are specific, accompanied by feedback and difficult, but accepted by the workers. These aspects of the program will increase the overall performance of the workers, meaning more potholes will be filled in the approved manner, therefore, decreasing the number of complaints in the city and damages to the residents’ cars.
Since the duties assigned to the workers are meant to help the community, it is safe to say that their job performance is meaningful. The workers have a clear, spelled out job description and list of tasks they need to comp...
... middle of paper ...
...ctively and serve it’s purpose of getting more potholes filled to make the community a better place.
Works Cited
Hogue, M. (2004). Improving Job Performance with Feedback, Extrinsic Rewards, & Positive Reinforcement. [PowerPoint Presentation]. Retrieved from www.personal.kent.edu/~mhogue/I&G_10.ppt
Kreitner, R., & Kinicki, A. (1998). Organizational behavior (4th ed.). Boston, Mass.: Irwin/McGraw-Hill.
Neil, H. F. (1994). Goal Setting Theory. Motivation: theory and research (). Hillsdale, N.J.: L. Erlbaum Associates.
Weir, K. (2013, December 1). More than job satisfaction. http://www.apa.org. Retrieved May 14, 2014, from http://www.apa.org/monitor/2013/12/job-satisfaction.aspx
Yip, P., Goldman, A., & Martin, A. (2009, January 1). JOB SATISFACTION. I/O Psychology: Job Satisfaction. Retrieved May 14, 2014, from http://www.u.arizona.edu/~ctaylor/chapter9/jobsat.html
Schleicher, D. J., Watt, J. D., & Greguras, G. J. (2004). Reexamining the job satisfaction-performance relationship: The complexity of attitudes. Journal of Applied Psychology, 89(1), 165-177. doi:10.1037/0021-9010.89.165
Mossler, R. A. (2013). 8.4 Motivation and Job Satisfaction. In Adult Development and Learning. Retrieved from https://content.ashford.edu/books/AUPSY202.13.1/sections/sec8.4
...990) "Work motivation and satisfaction: Light at the end of the tunnel", Psychological science, vol. 1, no. 4, pp. 240-246.
From the psychological perspective of its relationship with leadership style, the concept of job satisfaction includes multi-dimensional responses to one’s job, and that such responses have cognitive (evaluative), affective (or emotional), and behavioral components (Judge & Klinger, 2003). Weiss has also argued that job satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefs and behavior (Weiss, 2002). This concept of job satisfaction suggests that we form attitudes towards our jobs by taking into account our feelings, our beliefs, and our behaviors. The success of any organization depends greatly on the commitment and hard work on the part of their employees. Because of that, job satisfaction has been used as a tool to attract and retain the best employees within the
The theory of goal setting was developed by Edward Locke and Gary Latham (1990) and states that there is a direct relationship between the setting of specific high goals and task performance. A higher degree of employee performance is obtained when specific goals are set compared to the performance achieved when employees are simply told to do their best (Latham & Locke, 2007). These findings have helped shape leadership styles and improve employee performance and job satisfaction (Posthuma & Al-Riyami, 2012).
Tulgan, B., Meister, J., & Matos, K. (2013). 2012 Employee Job Satisfaction and Engagement (ISBN 978-1-586-44329-0). Retrieved from Society for Human Resource Management (SHRM) website: http://www.shrm.org/LegalIssues/StateandLocalResources/StateandLocalStatutesandRegulations/Documents/12-0537%202012_JobSatisfaction_FNL_online.pdf
Based off of the gratification an individual contains towards their work, job satisfaction is a key. The productivity could either be positive or negative, while the relationship between the productivity and satisfaction may not be consistent. There are multiple internal and external factors in job satisfaction that can impact the behavior of an employee and engagement over time. The way the worker’s attitude concerning their field affects the performance they perform on a daily basis. One who is satisfied with the job they do, succeeds at what they do.
Goal Contents Theory compliments the major aspects of Organismic Theory and Basic Needs Theory by addressing the difference between intrinsic and extrinsic aspirations. It is critical to differentiate between intrinsic and extrinsic goals because these goals have a profound influence on psychological well-being and motivational processes. For example, I work at Charlie’s Chicken part-time. Unfortunately, I do not enjoy the job very much at all. I am simply working there to make ends meet until I finish college. Although I feel like I am a good employee that keeps up with my work, my goals at this job are very extrinsic in nature and this most definitely has an influence on my psychological well-being and the quality of motivation and engagement that I exert while at this job. I hope to maintain intrinsic goals in whatever future career I end up in, and I am confident that intrinsic goals could enhance my psychological well-being, motivation, and engagement in a career that I deem intrinsically
The basic premises of the goal-setting theory is the relationship between how difficult and specific a goal is and people’s performance. We live in a goal-oriented society as people usually adhere to specific targets with a plan of action for guidance. Lack of accomplishment of goals leads to job dissatisfaction. Locke’s Goal-Setting Theory from 1968 has been a powerful way of motivating people and is often utilized in whole organizations to increase focus and productivity. The more specific and difficult goals are designed the more likely staff can achieve these goals as opposed to being too vague or easy goals. An organization should consider the five following principles of goal setting: clarity, goal difficulty, goal acceptance, goal specificity and feedback. Organizations that set clear and challenging goals and are open to honest feedback have a greater chance of achieving goals. According to Locke and Latham (2002), goal setting can be useful in predicting job satisfaction. Job satisfaction is an important attribute for employee productivity and commitment to the
Locke, Edwin A., and Gary P. Latham. "New Directions in Goal-Setting Theory." Current Directions in Psychological Science 15.5 (2006): 265-68. Print.
The problem of job dissatisfaction is a global workplace issue. Although Americans are happier in their jobs, satisfaction in the United States is declining due to downsizing and overburdening. (Robbins & Judge, 2009). Before outlining job dissatisfaction a definition of job satisfaction is needed. Job satisfaction is “[an] individuals’
In this section it describes the main ideas included in thesis report of the research. These ideas are Job Satisfaction, Performance and Organizational Rewards. It is the common explanation that Job Satisfaction is an mind-set to work. Moreover, Job Satisfaction is an emotional or affective reaction to many features of one’s career. An individual with an increase rank of Job Satisfaction contains optimistic behavior to his or her profession, whereas a human being who is discontented with his or her work contains pessimistic behavior about the work. Luthans (1985) states a complete meaning specified by Locke. A pleasant or affirmative affecting condition
Vangel, K. (2011), Employee responses to job dissatisfaction. Available at: http://www.uri.edu/research/lrc/research/papers/Vangel-Commitment.pdf (Accessed 6 April 2014).
Job satisfaction is a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences. It has been treated both as a general attitude and satisfaction with five specific dimensions of the job: pay, the work itself, promotion opportunities, supervision, and coworkers. Challenging work, valued rewards, opportunities for advancement, competent supervision, and supportive coworkers are dimensions of the job that can lead to satisfaction (Nelson & Quick, 2013, pg. 58-59).
Job satisfaction is a person’s emotional reaction to aspects of works such as pay, supervision, colleagues, working condition, job security, company policies and support, benefits, promotion and advancement or to the work itself (French, 1990). In other words, job satisfaction is an individual’s emotional reaction to a specific job. Falkenburg and Schyns (2007) indicate that job satisfaction can be studied from different approaches. Job satisfaction can be seen as a result of different behaviours or as a cause of behaviour. Moreover, it can be seen as an overall feeling or involving of some aspects of the job and the work situation together contribute to the feeling of satisfaction or dissatisfaction with work (Johansson, 2010).