The below analysis will give an penetration into the procedure adopted by a package company called Symbol Technologies to actuate its employees. The analysis will sketch the Goal-setting technique of Locke and Latham ( Vroom & A ; Deci 1992 ) and will show the usage of this theory at Symbol to actuate employees.
The cardinal thought conveyed is how best the goal-setting technique can be implemented. In order to accomplish this, the overall analysis has been structured into four parts: brief description about motive & A ; in peculiar the goal-setting technique, the procedure followed at Symbol utilizing this technique, corroborating the application of this theory, and so constructing an statement between the best pattern and the execution.
Motivation at Symbol Technologies
Motivation can be considered as a span that connects between human existences and their ends. This analogy has been used at Symbol Technologies, where I worked for 4 old ages. Symbol, which was one time the taking company in bring forthing barcode readers, got acquired by Motorola in the twelvemonth 2007.
Goal-setting theory is a Process theory, which focuses on how we make picks with regard to desired ends and gives the person a cognitive determination doing function in choosing ends and besides the agencies by which ends can be pursued ( Huczynski and Buchanan, 2007 p.248 ) .
This theory lays accent on puting SMART ( Specific, Measurable, Attainable, Relevant, and Time-bound ) ends at workplace ( Huczynski and Buchanan 2007 ) . The goal-setting technique has been broken down in to the undermentioned stairss: First, Puting end. The end set must hold two chief features. It should be specific instead than vague and it should be disputing yet approachable ( Steers and Porter, 1975 p.129 ) . Second, the end must be accepted by both employee and immediate supervisor through a participative attack. Finally, the director has to give seasonably feedback to the employee on the public presentation of the end. All these activities when performed consequently will take to higher productiveness. However, the other property that triggers motive within human existences is the wages. Wagess could be either intrinsic or extrinsic ( Steers and Potter 1975 ) and they act as motive accelerator.
Symbol follows the above Goal-setting technique in order to actuate its employees to execute better.
Execution at Symbol Technologies
Goal-setting technique takes a prevailing place in actuating employees at Symbol Technologies. The model of this theory has been tailored to the demands of the Company ‘s Performance Management procedure. The procedure followed is:
The CEO of the company sets the overall goal/objective at the beginning of each twelvemonth. The end is set in such a manner that it is specific to the organisation and clip edge. This means the end is Specific and carries a vision.
The above specific end is so passed on to all concern divisions. The top degree leaders will take the enterprise to do the end more Ambitious to their several divisions and one time done, they will go through it on to their directors.
The director so discusses the end with each single employee who reports to him/her and delegate the end.
Finally, at the twelvemonth terminal, director will discourse the employee ‘s activities and accomplishments and will supply a feedback.
If an employee ‘s public presentation is satisfactory, so he will be rewarded consequently. The wagess, for illustration salary & A ; publicity, for the end achievement are fixed ( Cartwright et al 1998 ) . This is every bit good as stating wage for public presentation is the inducement policy. Hence, it is apparent that extrinsic wagess are the motivational factors. This is company ‘s position on motive. As an ex-employee at Symbol Technologies, the execution of the above procedure has resulted in positive results every bit good as some drawbacks.
Review: Confirming the theory, placing possible differences, & A ; so proposing best pattern
Goal-setting theory has a profound consequence on actuating employees at Symbol. Though the extent to which employees are motivated can non be measured in numerical footings, it can be known from the manner the company ‘s concern is executing and the ground for this is motive is straight relative to public presentation, which in bend is relative to the productiveness. Higher productiveness outputs greater prosperity. This is apparent from the gross revenues Numberss, which went up by 5 % in the twelvemonth 2008 ( Motorola 2008 ) . In malice of this accomplishment, I strongly feel that the company has non implemented the goal-setting theory efficiently.
Below are the possible differences between the best pattern of the theory and what has been implemented at Symbol:
First, the end that is specific to the organisation is set by the CEO of the company. The Company ‘s direction considers the end to be sensible in their position and presume that the end has a vision. However, the end that is set one time for all may non be appealing and inciting to all employees. An illustration to show this is, few employees were acute to work on a comparatively new engineering but the aim required them to concentrate on the bing merchandise and non switch range to a comparatively new engineering.
This was a reverse to most employees ‘ aspirations, including mine. On the other manus, for a company it is about impossible to hold a individual end that creates involvement in everyone. Hence, the most executable solution for the company is to give employees some grade of freedom in utilizing clip, equipment, and manner in which they want to continue with the end fulfillment. This is every bit good as giving the employee more of a opportunity to demo what he/she can make ( Luthans 2005 ) . Remember, if the employees perceive the ends as a agency of development, they will reject the ends ( Steers and Porter, 1975 p.130 ) .
Second, the end is foremost discussed with the employee before it is officially accepted by both parties. This procedure has lead to a better apprehension of what the end is all approximately, what challenges it includes, and what needs to be done in order to accomplish it. This will give lucidity to the employee and will seek to extinguish most of the uncertainties about the aim and will turn to the concerns as good.
Through formal treatment, employee will be motivated to make the undertaking as he/she would cognize what to make and how to make. But the cardinal issue over here is about the efficiency of directors. If the immediate supervisor fails to convert the employee so the whole intent is defeated. Motivation without cognition is useless ( Steers and Porter 1975, p.132 ) . For the effectivity of this measure, director must delegate the end and so inquire the employee to explicate an action program for making the end. By making this, the director will acquire cognize about cognition lacks. At the same clip, the director can besides analyze the ability, the committedness, and the willingness of the employee and so steer him/her consequently.
Third, at Symbol engineerings, public presentation assessment happens to give echt feedback to the employees about the extent to which their ends have been obtained. Uniting end puting with feedback brings even better consequences ( Baron 1983 ) . The concern with Symbol ‘s methodological analysis is that feedback session is conducted merely at the twelvemonth terminal. This means employee will hold to work for 12 months without even cognizing whether he/she is on the right path. If you are non on the right way, you will acquire to cognize merely at the terminal and by so there wo n’t be any chance for betterment. For the employees to stay motivated, it is required for the directors to give precise feedback at regular intervals so that the employee knows to what degree he ‘s making or neglecting short of his end. Based on this feedback the employee can set his degree of attempt or scheme consequently ( Steers and Porter 1975, p.132 ) .
Finally, Symbol tries to actuate its work force through Extrinsic motive, which comes from outside the performing artist. Extrinsic motivations are touchable and include wage, publicities, and other benefits ( Luthans 2005, p.238 ) . These extrinsic wagess inspire employees to accomplish at higher degrees. However, there is an added concern to this pattern. In any organisation, non all will be extrinsically motivated.
For some employees, wage may take down their motive to execute. The ground for this is such people are per se motivated ( Baron 1983 ) . Intrinsic motivations are internally generated and the wagess include feeling of achievement, feeling of being competitory, and willingness to accomplish ( Luthans 2005, p.238 ) . The director has to understand what each individual ‘s thrusts are and so seek to actuate them. Like any other direction tool, goal-setting plants merely when combined with good managerial opinion ( Steers and Porter 1975, p.132 ) .
As a consequence of the above mentioned differences, I have witnessed following go oning at Symbol:
Intrinsically motivated employees started to discontinue the company ensuing in higher abrasion.
Since the feedback was given merely at the twelvemonth terminal, most employees lost path and therefore failed to execute satisfactorily.