Goal-setting theory and three contingency factors,”Specific goals increase performance and difficult goals, when accepted, result in higher performance than easy goals do.o Working toward a goal is a major source of job motivation.o In some cases, participative set goals elicit superior performance; in other cases, individuals performed best when their manager assigned goals.o Self-generated feedback (where an employee monitors his/her own progress) has been shown to be a more powerful motivator than feedback coming from someone else.Besides feedback, 3 other contingencies influence the goal-performance relationship:• Commitment.• Self-efficacy. an individual’s belief that he/she is capable of performing a task. The higher your self-efficacy, the more confidence you have in your ability to succeed in a task.• National culture. Assumes that subordinates will be reasonably independent, that people will seek challenging goals
and that performance is considered important by both managers and subordinates. (North American countries mostly use this)”