Motivating staff to engage with goals and commit to their achievement is one of a series of short blogs in response to questions asked at the seminar on performance management run by TimelessTime at the Let’s Do Business show in Hastings.
Whilst goal setting is probably the most useful motivational tool in the managers’ toolkit, expectancy makes goal setting work. Expectancy is the idea that we all tend to work for rewards. Rewards, as we discussed during the seminar on performance at Let’s to Business, Hastings, need not only be centred around financial reward.
Expectancy contains three parts. The first is that we must value whatever reward it is that we will benefit from if we engage with the goals and commit to their achievement. This reward might be engagement with some exciting project or an increase in responsibility, perhaps taking responsibility for some other member of staff. The second is that the person must feel that they have the ability to achieve the goal. This is a lot about the individual’s competency and self-belief. And the third is that if the goal is achieved, the firm will indeed reward the individual accordingly.
We are all generally keen to commit to goals because they provide us with personal achievement. Often that is sufficient reward in itself. The company should generally operate its goal setting in parallel with an awards system or at least where managers have an eye for what will motivate staff to engage.
Staff engagement is also for a large part associated with the pay and benefits system prevailing in the company. This is not to say that the pay and benefits system should be manipulated as a reward but pay and benefits provide a foundation to make the employee feel good about the company and want to engage with the goal setting process in the first place.