Goal-Setting Theory - Self Efficiency Theory - MC Clelland's Motivation Theory

• Goal-Setting Theory
• Self Efficiency Theory

• Mc Clelland’s Motivation Theory
Presented By
SALEHA Noreen
KHANSA ASLAM
AMNA IKHLAS
RABIA MANZOOR
TUBA JAMAL
Goal; what a person tries to accomplish through
behavior and action
Goal Setting Theory; Identifies the goals

that are most effective in producing a high level of
motivation and performance.
• Goal setting can operate to enhance both intrinsic motivation and extrinsic
motivation
5 PRINCIPAL OF GOAL SETTING THEORY
Clarit
y
Task
complexity Challenge
Feed Commitme
back nt
CLARITY
Measurable Unambiguous Time-Bound

CHALLENGES
Call someone to participate in a competitive situation or fight to decide who is

superior in terms of ability or strength……
People are often motivated by achievements

Judge a goal based on the significance of the anticipated accomplishment
Too Easy VS. Too difficult goal
Challenging but Realistic

COMMITMENT
• Goals are effective when employees understand and agree

upon them
• The goal is credible as long as employees believe that the goal is
consistent with the goal of the company
Commitment < - > Difficulty

FEEDBACK
Clarify
Expectatio
ns
Adjust
Goal
Difficulty
Gain
Recognitio
n
TASK COMPLEXITY
Highly complex goals and assignments do not have to become

overwhelming
• Person should have sufficient time to meet

the goals or improve performance
• Person should have enough time to
participate or learn what is expected required
for success
Self Efficiency theory
SELF-EFFICIENCY
THEORY
Performance
outcomes
An individual's belief in his or her

capacity to execute behaviors
necessary to produce specific
performance attainments. Self- Physiological Vicarious
efficacy reflects confidence in the Feedback Experiences
ability to exert control over one's
motivation, behavior, and social
environment.
verbal
Persuasion
DIMENSIONS OF SELF-EFFICIENCY
THEORY
THE MAGNITUDE OF STRENGTH OF GENERALITY OF
SELF EFFICIENCY SELF EFFICIENCY SELF EFFICIENCY
THEORY THEORY THEORY
Cognizing modeled mastery of

Which refers to the One's sense of self-
threats increased phobics' self-
efficacy can provide the
level of task difficulty percepts of efficacy, which, in turn,
predicted their specific performance
foundation for
that a person believes attainments on tasks of varying
motivation, well-being, threat value. Examination of efficacy
he or she is capable of and personal probes revealed that making
efficacy judgments does not affect
executing accomplishment subsequent avoidance behavior or
fear arousal.
McClelland’s Motivational
theory
MCCLELLAND’S MOTIVATIONAL THEORY
David Mc Clelland introduces this theory in

the 1960s……
McClelland's Human Motivation Theory
states that every person has one of three
main driving motivators: the need for
achievement, affiliation, or power. These
motivators are not inherent; we develop
them through our culture and life
experiences. Achievers like to solve
problems and achieve goals.
NEED FOR POWER
‘’Desire to control and influence other’’

Characteristics
They like to control other
They are argumentative
They have the ability to influence people
These people are suitable for a leadership role
•
PEOPLES WITH HIGH POWER NEED
They like to rule so leadership roles should be provided to them whenever

possible.
They like to know real situations so they should be provided direct feedback.
They get motivation by offering carrier development opportunities.
NEED FOR ACHIEVEMENT
‘’ It is a desire to do better solve problems or master complex problems’’
Characteristics
They are challenging
They like working alone or with other achievers
They are self-motivated
They like feedback to assess their progress
These individuals will perform better if money is linked with their achievement
PEOPLE WITH HIGH ACHIEVEMENTS
NEED
They seek personal responsibility for finding solutions to problems.
 They need rapid feedback on their performance.
They are not gamblers but instead set appropriately challenging goals.
 For them money is not the main motivator feedback and appreciation are
more important.
They grouped with achievers for best performance.
NEED FOR AFFILIATION
‘’ The desire for a friendly and warm relationship with others’’
Characteristics
They are concerned with being linked and being
They form an informal relationship
 they are very cooperative
These people perform better in a team
PEOPLE WITH HIGH AFFILIATION
NEED
They make social relationships with other people and need to feel accepted by
other
They tend to conform to the norms of their work group
 High Affiliation individuals prefer work that provides significant personal
interaction
 They prefer manageable tasks, not the challenging ones
 They perform better in a team

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• Goal-Setting Theory

• Self Efficiency Theory

Goal Setting Theory; Identifies the goals

Measurable Unambiguous Time-Bound

Call someone to participate in a competitive situation or fight to decide who is

People are often motivated by achievements

Challenging but Realistic

• Goals are effective when employees understand and agree

Commitment < - > Difficulty

Highly complex goals and assignments do not have to become

• Person should have sufficient time to meet

An individual's belief in his or her

Cognizing modeled mastery of

David Mc Clelland introduces this theory in

‘’Desire to control and influence other’’

They like to rule so leadership roles should be provided to them whenever

‘’ It is a desire to do better solve problems or master complex problems’’

‘’ The desire for a friendly and warm relationship with others’’

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