QUESTION

Can managers really motivate employees, or does real motivation have to come from within the individual? What is the impact of goal setting on interpersonal and organizational? Explain how goal setting and conscious culture research supports your position.

ANSWER

1. Introduction

Motivation is one of the most frequently discussed topics in organizational behavior. Notably, managers have an essential role in employee motivation. The internal or intrinsic motivation, which comes from the heart of individuals, is based on the fulfillment of self. However, sometimes it is suggested that managers can motivate employees. From a broader perspective, “motivation” denotes an initiation by management to individual’s desires. But what is motivation? According to a series of field studies by Teresa Amabile, Steven Kramer, and an academic literature review by Nik Steffens “Authentic Leadership and Employee Voice: Investigating Leading By Example, Psychological Capital and Person-Supervisor Fit,” motivation is defined as the psychological process that gives behavior purpose and direction. J.W. Lorsch and P. Lorsh also say in their study “Toward A Contingency Model of Leadership and Followerhip” that it is not possible to motivate someone to do something, they have to motivate themselves. Humans have unlimited wants. But resources are limited. So as individuals, we have to weigh our priorities. We have to make choices about how we are going to spend our time and energy. This is a critical aspect of motivation. All these studies and theories reflect that whether managers can motivate employees or not has been participated by researchers many times. On the other hand, goal setting is considered an important method to foster employee motivation. Here we usually find two main types of goals: intrinsic goals which are set by the employee and extrinsic goals which are set by either the manager or the organization. Managers can motivate employees by setting goals together and giving the employee more autonomy, such as managers providing funding opportunities, time off task, and leadership opportunities. Also, once the goals are set and if the manager didn’t interfere, the research by K.M. Provasnik, J.G. Povey, and M.L. Keane reveals that self-efficacy and job satisfaction would increase. It clearly reflects that the internal motivation will come up because individuals will find themselves capable and confident, so they are more satisfied. And this statement also proves again that whether managers can motivate employees or not has been participated by researchers many times. On the other hand, goal setting is considered an important method to foster employee motivation. Here we usually find two main types of goals: intrinsic goals which are set by the employee and extrinsic goals which are set by either the manager or the organization. Managers can motivate employees by setting goals together and giving the employee more autonomy, such as managers providing funding opportunities, time off task, and leadership opportunities. Also, once the goals are set and if the manager didn’t interfere, the research by K.M. Provasnik, J.G. Povey, and M.L. Keane reveals that self-efficacy and job satisfaction would increase. It clearly reflects that the internal motivation will come up because individuals will find themselves capable and confident, so they are more satisfied. And this statement also proves again that whether managers can motivate employees or not has been participated by researchers many times.

1.1. Purpose of the Study

My research seeks to understand what motivates employees in the workplace. Specifically, I examine the roles of managers and employees in the motivation process. Managers are often seen as powerful determinants of employee motivation. They are believed to have the power to institute programs and strategies to channel employee effort in a direction that benefits the organization. That said, employees are not passive objects that managers can motivate at will. They can exercise choice as to their degree of actual behavior and effort, as well as the direction in which they will channel such effort. Thus, real motivation can only come from within the individual. By examining some of the existing theories on motivation, current issues in organizational motivation, and my research methods, I hope that this research can shed new light on what is truly important in driving employees to achieve their goals. As I will explain in the next section, I believe that this is a critical issue that contemporary organizations are very concerned about. Last but not least, this research will provide insights as to how managers can better understand the needs and expectations of their employees, as well as how they can design and implement motivation programs and strategies in a way that can create a win-win situation for both the employees and the organization. By so doing, we can help turn many of the organizational challenges presented by a diverse and dynamic workforce into opportunities for success. It is the goal of this research to provide the manager and the organization a great understanding of the factors that motivate employees, and offer recommendations and suggestions for them to do so. My research aims to look upon the impact of goal setting on employees’ motivation. It intends to make a deep study to the real effect and influence of goal setting which is stated by the goal setting theory. Very few empirical researches have been done to test the validity of the goal setting theory. Good evidences have to provided to support this very important understanding and strategic use of goals. My research will definitely contribute to those frustrated managers and has provided them directions when they seem to be at lost about managing their subordinates. As for the employees, they might have a better understanding of why their organization always forcing them to set their own goals. Training on goal setting and how to manage the employees will be gain from the findings of my research, and it shall provide a more efficient insight for the managers and support for the employees’ personal growth. Last but not least, the findings shall well benefit the human resource management studies and practices. In responding to the increasingly complex working environment, where different needs and expectations from varies employees have to be managed, the importance of motivation and the use of goal oriented motivation strategy is bigger. By showing the real effect of goal setting on employee motivation, this research would provide a valuable insight for the employers when they are deciding whether or not to adopt the goal setting programs into their organization.

1.2. Research Questions

There are multiple research questions in terms of those determining the motivators used by any manager in motivating different employees and those that look at motivation as a result from goal setting or those that argue for motivation as coming from within. Such questions have given birth to different research studies every study aiming at providing answer to the possible links between motivation strategies and motivation as seen from the goal setting perspective. Such studies have formed the basis of my research for the past 4 years when due to job requirements, I have been involved in management and I have been using motivation as one of strategies for increasing employee productivity. The first question that I have always encountered in every research study is whether managers really motivate employees in their places of work. In seeking an answer to this question, it is important to recognise that motivation in management is a term that is so wide and therefore it is always interesting to apply different motivational theories to understand the links between use of motivation by managers and actual motivation as seen from the employees. Goal setting has received much attention from most of the research studies that I have gone through. Goal setting as a theory has helped me personally and even when motivating my employees. When using goal setting as a motivator, questions were still not clear on whether motivation as seen from the perspective of goal setting was real or it was just another way of managers making employees to be busy. Gratefully, goal setting as a motivator has received support from a lot of empirical research studies. These studies have shown that it is through setting goals that employees are well positioned both psychologically and within the working environment to be able to absorb a particular work pattern that sees their efforts directed towards achievement of the particular goals. When an employee has a goal, it becomes very easy for the person to self direct his efforts towards the achievement of that goal and this is a crucial step to successful attainment of individual objectives. Such studies that support my work have been found to have a significant impact in that researchers have been able to discover a new motivator or a new way of looking at motivation and at the same time, organisations and managers have been provided with very valuable insights when it comes to designing effective motivation strategies.

1.3. Significance of the Study

This will not only serve to clarify and standardize the lexicon and conceptual basis of contemporary research in the field, but to further excite interest in and promote the expansion of knowledge on employee motivation through the practical implications arising from this study’s findings. In line with the principal objectives of scientific research, this study aims to provide a springboard from which further advancements and discoveries may occur in terms of both theoretical understanding and the practical application of research findings to the improvement of workplace performance, satisfaction, and well-being.

By extension, the findings have the potential to initiate a shift in the manner in which managers conceive of employee motivation and the types of strategies they might utilize in practice. This study may also serve to advance and unify the field of psychological research on employee motivation in that it tests and explores a series of empirically-based theories in the context of a contemporary yet robust research design. If support can be found for the theoretical predictions of cognitive evaluation theory, goal setting theory, and self-determination theory via a combination of experimental, qualitative, and quantitative methodologies, this study will provide substantial support for the continued and extensive exploration of these theories within the workplace and markedly strengthen the case for their adoption in practice.

Moreover, this study focuses on a particular type of intrinsic motivation called “job engagement” or “flow”. This is of particular interest because flow has been found to have a positive effect on work-related outcomes such as productivity and job satisfaction that is at least as strong as the effects of other, more traditional forms of motivation. By identifying strategies that are effective in promoting this unique and important form of intrinsic motivation, this study has the potential to provide particularly substantial benefits to both employees and organizations.

In light of the varying opinions that exist in both the popular press and the academic literature, the present study pulls together and synthesizes a range of existing theories from various areas of psychology, including cognitive evaluation theory, goal setting theory, and self-determination theory. By testing these theories in the specific context of the workplace, this study aims to provide more concrete and context-specific advice to managers about the most effective strategies for motivating their employees.

By understanding the processes that underlie employee motivation and by identifying the most effective strategies for promoting and sustaining motivation in the workplace, managers and organizations can more effectively and efficiently address the diverse motivational needs of their employees. However, there are many different strategies available to managers and the effective use of these strategies in practice depends on a variety of factors including the specific work context, the manager’s personal style, the nature of the work, the desires of the manager, and the desires of the employees. As a result, there is currently little consensus about how managers should go about motivating their employees.

The goal of this study is to better understand the impact of managerial strategies on employee motivation and the conditions under which these strategies are most effective. Research has shown that the type of motivation employees experience has a profound effect on work-related attitudes and behavior. For example, employees who are extrinsically motivated (i.e., motivated by external factors such as pay, bonuses, or other tangible rewards) are more likely to experience feelings of job dissatisfaction, turnover, and burnout. On the other hand, employees who are intrinsically motivated (i.e., motivated by internal factors such as the opportunity to use one’s skills, a desire to be challenged, or the experience of the work itself) are more likely to experience positive work-related outcomes such as job satisfaction, commitment to the organization, and goal-directed behavior.

2. The Role of Managers in Employee Motivation

2.1. Importance of Managerial Motivation Strategies

2.2. Different Approaches to Motivating Employees

2.2.1. Intrinsic Motivation Techniques

2.2.2. Extrinsic Motivation Techniques

2.2.3. Combination of Intrinsic and Extrinsic Motivation

3. Internal Motivation: The Individual Perspective

3.1. Understanding Intrinsic Motivation

3.2. Factors Influencing Internal Motivation

3.2.1. Personal Values and Beliefs

3.2.2. Sense of Purpose and Autonomy

3.2.3. Self-Efficacy and Mastery

4. The Impact of Goal Setting on Interpersonal Relationships

4.1. Relationship Between Goal Setting and Collaboration

4.2. Enhancing Communication and Cooperation through Goal Setting

4.3. Promoting Trust and Teamwork through Goal Setting

5. The Impact of Goal Setting on Organizational Success

5.1. Aligning Individual and Organizational Goals

5.2. Increasing Employee Engagement and Productivity

5.3. Fostering Innovation and Creativity

6. Research Supporting the Role of Goal Setting and Conscious Culture

6.1. Studies on Goal Setting Theory

6.2. Benefits of a Conscious Culture in the Workplace

6.2.1. Employee Well-being and Satisfaction

6.2.2. Organizational Performance and Success

7. Conclusion

7.1. Summary of Findings

7.2. Implications for Managers and Organizations

7.3. Areas for Future Research