Locke's Goal Theory Of Motivation

The goal theory
The goal theory of motivation developed by Edwin A. Locke suggests that individuals are motivated when they are specific GOALS. The goal theory therefore primarily concerned with employee motivation. Participation in goal setting is essential, as is feedback on performance. Locke proposes that difficult but based on agreement. Overall, the important aspects of Locke’s goal theory are:
1. The setting of difficult goals,
2. Participation in goal setting and
3. Feedback on performance with guidance and advice. The goal theory of motivation is similar to the concept of management by objectives where the assumption is that employees can be motivated by manager setting setting specific objectives.
K. A. Lewin
The phenomenal field

If an employee has a positive value to the individual. If an employee has a particular expectancy from a certain form of behavior, and this has a positive value, the employee places a high value on recognition and expects to get a certificate of merit from maintaining a quality standard at work, they will be motivated to behave in a manner which guarantees the quality standard and subsequently results in the award of certificate of

Some of these theories stress that money is the most important factor. The scientific approach, in particular, argues that workers respond to financial rewards. It is argued that such rewards are necessary to motivate a reluctant workforce. Employees see work as a means to an end. As a result they are far more likely to be interested in financial rewards. In contrast, the human relations view argues that worker are motivated by a variety of factors. An employee working in a car assembly plant, for example, may be highly motivated by working as part of a team. Poor pay may lead to employees being dissatisfied, which can make other non-financial rewards less effective in motivating them. The next two units-examine how financial and non-financial rewards can be used.
The need for non-financial rewards
Financial rewards have often been used in the past by firms in an attempt to motivate employees to improve productivity. However, increasingly businesses have relied that:
- The chance to earn more money may not be an effective motivator;
- Financial incentive schemes are difficult to operate;
- Individual reward schemes may no longer be effective as production has become organized into group