Management and Organizational Studies 2181A/B Chapter Notes - Chapter 7: Goal Setting, Clayton Alderfer, Job Performance

• School: Western University
• Department: Management and Organizational Studies
• Course: Management and Organizational Studies 2181A/B
• Professor: Kyle Cameron

Document Summary

Effective job performance often requires high levels of both ability and motivation. Motivated employees simply move faster and longer than unmotivated employees. Motivation: a set of energetic forces that originates both within and outside an employee, and dete(cid:396)(cid:373)i(cid:374)es the di(cid:396)e(cid:272)tio(cid:374), i(cid:374)te(cid:374)sit(cid:455), a(cid:374)d pe(cid:396)siste(cid:374)(cid:272)e of a(cid:374) e(cid:373)plo(cid:455)ee(cid:859)s (cid:449)o(cid:396)k effo(cid:396)t. Motivation is not one thing but rather a set of distinct forces. Some of the forces are internal (i. e. ) sense of purpose or confidence. Some are external (i. e. ) goals or incentives the employee is given. Motivation determines a number of facets of an e(cid:373)plo(cid:455)ee(cid:859)s (cid:449)o(cid:396)k effo(cid:396)t. Engagement: a contemporary synonym for high levels of intensity and persistence in work effort (most often refers to motivation, but can refer to affective commitment) (cid:858)e(cid:374)gaged(cid:859) e(cid:373)plo(cid:455)ees (cid:272)o(cid:373)pletel(cid:455) i(cid:374)(cid:448)est the(cid:373)sel(cid:448)es a(cid:374)d thei(cid:396) e(cid:374)e(cid:396)gies i(cid:374)to thei(cid:396) jo(cid:271)s. Outwardly, devote a lot of energy to their jobs, striving as hard as they can. Inwardly, focus a great deal of attention and concentration on their work.