There is sufficient research evidence linking prosocial motivations, employees’ behavior, and performance outcomes. However, there is a disconnection between theory and practice due to challenges in translating research findings on employees’ motivation into more effective management practices (Paarlberg & Lavigna, 2010). One can argue that Hunt’s (2014) goal setting model is intended to address this gap. Managers must be familiar with application of the model in setting developmental goals for their employees.
The discussions provided by Hunt on figure 5.4 show that organizational structure and culture that emphasis on the extreme end of goals with organizational value or developmental value, impact the organizations and its employees negatively in the long run. Setting developmental goals for employees may imply risking organizational value and should thus be done with care. Flexible programs are mandatory to facilitate on the job training for employees seeking to advance their knowledge, skills, and capabilities without adversely affecting organizational value.
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Transformational leadership is crucial to ensure an effective consultation process on which new skills employees need; and to harmonize self-focused development goals with business driven goals. Eliminating the feeling of being stuck in a rut, which is an outcome of focus on functional and underutilization goals (Hunt, 2014), can be addressed by adopting the culture of innovation throughout organizational processes. Innovations present employees with new challenges that they need new skills to solve, advancing their development in the process.
Hunt’s model highlights the importance of balancing between goals with organizational value and developmental value. Reduction in employee turnover is dependent creation of motivation from either side. Recognizing employee development as an essential pillar in organizational growth and success is crucial. This way, managers can set motivating goals for their employees that have both developmental and organizational value in a mutual-based perspective (Farndale, Pai, Sparrow et al ., 2014). The process requires critical audit of current roles and goals to categorize them into four classes identified in the model. Goals in the upper two quadrants can be harmonized to achieve the require balance; while those in the lower quadrant can do with serious innovation or recruitment of entry level personnel to perform them as others are trained for more advanced roles.
References
Farndale, E., Pai, A., Sparrow, P., & Scullion, H. (2014). Balancing individual and organizational goals in global talent management: A mutual-benefits perspective. Journal of World Business , 49 (2), 204-214.
Hunt, S. T. (2014). Common sense talent management: Using strategic human resources to improve company performance . John Wiley & Sons.
Paarlberg, L. E., & Lavigna, B. (2010). Transformational leadership and public service motivation: Driving individual and organizational performance. Public administration review , 70 (5), 710-718.
