Effects of goal setting and supervision on worker behavior in an industrial situation.

Ronan, W. W.; Latham, Gary P.; Kinne, Sydney B.

doi:10.1037/h0036303

Cited by 103 publications

(53 citation statements)

References 16 publications

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“…This is inconsonance with the findings of Odiorne, (1970), that job enrichment is a source of motivation for the employees and it leads to a goal-oriented behaviour. By increasing the scope of the employee"s work, one also increases their motivation level, the performance of the employees at the work place and their propensity to achieve the goals (Ronan, Latham and Kinne, 1973;Myers, 1970). However, from the finding of this study and the empirical evidences from other studies from the literatures, job enrichment has effect on the motivation of employee in the selected universities under survey.…”

Section: Discussioncontrasting

confidence: 51%

Job Enrichment and Work-Related Attitudes of Non-Academic Staff of Selected Public Universities in Lagos State

Azeez¹,

Abimbola²

2016

ijhrs

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This study investigated effects of job enrichment on work-related attitudes in selected public universities in Lagos State. It noted that job enrichment is that type of development in the job environment which may give a worker more challenge, more complete task, more obligation, more prospect for progression, and more effort to contribute his or her ideas for the betterment of the organization. It explores the connection between job enrichment, satisfaction, motivation and performance of employees using the descriptive survey design and utilizing the correlational and regression statistical tools. The study drew its sample from the non-academic staffs of Lagos State University and the University of Lagos which are the public university in Lagos State. The findings revealed that job enrichment is a strong predictor of work-related attitudes (employee satisfaction, motivation, and performance). This study concludes that job enrichment provides skill variety, job identity, feeling important in the eyes of others, responsibility, challenge, realizing ones competence, freedom, participation in decision making, performance feedback from the job done, growth and sense of achievement which leads to internal motivation, satisfaction, and high performance of the non-academic staff.

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Section: Discussioncontrasting

confidence: 51%

Job Enrichment and Work-Related Attitudes of Non-Academic Staff of Selected Public Universities in Lagos State

Azeez¹,

Abimbola²

2016

ijhrs

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“…On both physical (Bandura and Cervone, 1983;Ness and Patton, 1979) and cognitive (Bryan and Locke, 1967;Locke et al, 1970) tasks, subjects asked to achieve a target level of performance outperform subjects simply told to 'do their best'. These results are found both inside and outside the laboratory environment: woods workers given speci…c targets recorded signi…cantly higher levels of productivity than did those in a 'do your best'condition (Latham and Baldes, 1975;Latham and Kinne, 1974;Ronan et al, 1973). 4 Levels of persistence on di¢ cult tasks are found to increase as the target level is raised (Hall et al, 1987;LaPorte and Nath, 1976;Stevenson et al, 1984).…”

Section: Targets and E¤ortsupporting

confidence: 49%

Performance targets, effort and risk-taking

Rablen

2010

Journal of Economic Psychology

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Growing economic and psychological evidence documents e¤ects of target setting on levels of e¤ort and risk-taking, even in the absence of a monetary reward for attaining the target. I explore a principal-agent environment in which the principal sets the agent a performance target, and the agent's intrinsic motivation to work is in ‡uenced by their performance relative to the target. When the agent has prospect theory preferences relative to the target I show that a performance target can induce greater e¤ort, but, when set too high, it eventually induces lower e¤ort. Also, the agent's preferences for risk-taking hinge on whether the target is set above or below expected output. I …nd that the principal's optimal target exceeds expected output.

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“…Many psychology/cognitive studies have analyzed the behavior of individuals when tough goals were set to them [10,11]. A goal set to an individual has a direct relationship with his/her performance.…”

Section: Related Workmentioning

confidence: 99%

Countering Parkinson's law for improving productivity

Kamma

Geetha

Neela

2013

Proceedings of the 6th India Software Engineering Conference

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Improving productivity is one of the basic goals of any software development company. One possible reason for productivity being lower than what is possible may be due to Parkinson's law, which states that work expands to fill the time available for its completion. In a software project this means that if more than needed time is given to a programmer, the extra time will not be revealed as "free time" on the programmer's weekly activity reports, but will result in the programmer consuming all the allotted time resulting in loss of productivity. A simple approach of allotting less time may not work as there are often small reasons relating to clarifications/coordination that provide the "reason" to a programmer for taking more time for completing a task. Therefore, to counter the effect of Parkinson's law, we therefore, took a two pronged approach: 1) allocating 33% less time than the estimated effort for a task and 2) facilitating issue resolution that may impede progress through a 15-min time-boxed daily meeting. We conducted an experiment for about six months in seven software projects in the real environment to study the impact of this approach. We found an improvement of at least 15% in productivity of the programmers compared to their baseline productivity without any degradation in quality of the programs developed by them. Results were validated with a statistical significance value of P < 0.05 using Minitab tool. The views of project managers and programmers on the use of this approach, along with few limitations of this study, are discussed in the paper.

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Effects of goal setting and supervision on worker behavior in an industrial situation.

Cited by 103 publications

References 16 publications

Job Enrichment and Work-Related Attitudes of Non-Academic Staff of Selected Public Universities in Lagos State

Job Enrichment and Work-Related Attitudes of Non-Academic Staff of Selected Public Universities in Lagos State

Performance targets, effort and risk-taking

Countering Parkinson's law for improving productivity

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