GOAL SETTING, ORGANIZATIONAL COMMITMENT

2,838 views

Published on

oRGANIZATIONAL bEHAVIOUR

Published in: Education, Technology, Business
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
2,838
On SlideShare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
154
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

GOAL SETTING, ORGANIZATIONAL COMMITMENT

  1. 1. MASTER OF SOCIAL WORK II YR PRESENTATION ON ORGANIZATIONAL COMMITMENT,MOTIVES & GOAL SETTING
  2. 2. • Modes of Organizational Commitment.ORGANIZATIONAL • Guidelines to enhance Organizational COMMITMENT: Commitment. • Classification of MotivesMOTIVES/DRIVES: GOALS & GOAL • Purpose of setting Goal. SETTING: • Components of Goal setting Theory
  3. 3. MODES OF ORGANIZATIONAL COMMITMENT • According to Meyer & Allen’s (1991) three component model of commitment, prior research indicated that there are 3 “mind sets” which can characterize an employee’s commitment to the Organization. They are as follows: o Affective Commitment. o Continuance Commitment. o Normative Commitment.
  4. 4. MODES OF COMMITMENT AFFECTIVE COMMITMENT: Affective Commitment is defined as the employees positive emotional attachment to the organization. An employee who is affectively committed strongly identifies with the goals of the organization and desires to remain a part of the organization. CONTINUANCE COMMITMENT: The individual commits to the organization because he/she perceives high costs of losing organizational membership, including economic costs (such as pension accruals) and social costs (friendship ties with co-workers) that would be incurred. NORMATIVE COMMITMENT: The individual commits to and remains with an organization because of feelings of obligation. These feelings may derive from many sources. For example, the organization may have invested resources in training an employee who then feels a moral obligation to put forth effort on the job and stay with the organization to repay the debt.
  5. 5. Commit to people-first values :Put it in writing, hire the right-kind managers. Support employee development Clarify and communicate your:Commit to actualizing; provide first- mission: Clarify the mission and year job challenge; enrich and ideology; use value-based hiring empower; provide developmental practices; stress values-basedactivities; provide employee security orientation and training; build without guarantees. tradition. Guarantee organizational justice: Community of practice: Build Have a comprehensive grievance value-based homogeneity, teamwork; procedure; provide for extensive getting people to work together. two-way communications.
  6. 6. MOTIVES/DRIVES• Drives/Motives propel individuals to attain their goals or satisfy their needs. A psychological drive is a condition which causes a person to work in a particular direction. Both psychological & physiological drives push an individual towards achieving a certain goal or accomplishing a certain task. Motives constitute the core element in accomplishing the drive.• Motives are classified as follows:  Primary Motive.  Secondary Motive:- Power motive, Achievement motive, Affiliation motive, Security motive, Status motive.  General Motive.
  7. 7. GOALS & GOAL SETTINGIn the process of attaining Organizational goals, employees should be given space to further their personal goals as well. For e.g., an employee’s personal goal may be to earn a good salary & hone his skills, whereas the organizational goals may be to increase sales & return on investment. If the organization fails to facilitate the achievement of employee’s personal goals, in return to his contribution to the organization, he is unlikely to continue in that organization. Instead, he would prefer to join an organization which will offer him opportunities to achieve personal growth.
  8. 8. Goal Setting and Motivation • Is a useful method of enhancing employee performance. From a motivational perspective, a goal is a desirable objective. Goal setting • Goals provide a useful framework for managing motivation. Managers and employees can set goals for themselves and then work toward them. Goals are useful for two • Goals are an effective control device; control is monitoring by purposes: management of how well the organization is performing. • Is the extent to which we believe we can still reach our goals even if we failed to do so in the past. Self-efficacy
  9. 9. Components of Goal-Setting Theory Goal Goal Difficulty Goal Specificity Goal Acceptance Commitment Edwin Locke’sgoal-setting theory of motivation assumes that behavior is a Is the clarity andresult of conscious Is the extent to precision of a Is the extent to Is the extent to goals and which a goal is goal. which persons which a person is intentions. The challenging and Specific, rather accept goals as personallycomponents are as requires effort. than vague, goals their own. interested in follows: Difficult, yet are the most reaching a goal. realistic, goals are the most effective. effective.
  10. 10. The Goal-Setting Theory

×