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motivation. To motivate employees, goals should be SMART (specific,
measurable, achievable, realistic, and timely). Setting goals and objectives is a
task managers undertake when involved in the planning portion of the P-O-L-C
function.

EXERCISES
1. Your manager tells you that the best way of ensuring fairness in
reward distribution is to keep the pay a secret. How would you respond to this
assertion?
2. What are the distinctions among procedural, interactional, and
distributive justice? List ways in which you could increase each of these justice
perceptions.
3. Using an example from your own experience in school or at work,
explain the concepts of expectancy, instrumentality, and valence.
4. Some practitioners and researchers consider OB Mod as unethical
because it may be viewed as employee manipulation. What would be your
reaction to this criticism?
5. Consider a job you held in the past. Analyze the job using the
framework of job characteristics model.
6. If a manager tells you to “sell as much as you can,” is this goal likely
to be effective? Why or why not?

14.3 Developing Your Personal Motivation Skills
LEARNING OBJECTIVES
1. Understand what you can do to give feedback through an effective
performance appraisal.
2. Learn guidelines for proactively seeking feedback.
[1]
Guidelines for Giving Feedback in a Performance Appraisal Meeting
Before the meeting, ask the person to complete a self-appraisal. This is a great
way of making sure that employees become active participants in the process and are
heard. Complete the performance appraisal form and document your rating using
several examples. Be sure that your review covers the entire time since the last
review, not just recent events. Handle the logistics. Be sure that you devote sufficient
time to each meeting. If you schedule them tightly back to back, you may lose your
energy in later meetings. Be sure that the physical location is conducive to a private
conversation.
During the meeting, be sure to recognize effective performance through
specific praise. Do not start the meeting with a criticism. Starting with positive
instances of performance helps establish a better mood and shows that you recognize
what the employee is doing right. Give employees opportunities to talk. Ask them
about their greatest accomplishments, as well as opportunities for improvement.
Show empathy and support. Remember: your job as a manager is to help the person
solve performance problems. Identify areas where you can help. Conclude by setting
goals and creating an action plan for the future.
After the meeting, continue to give the employee periodic and frequent
feedback. Follow through on the goals that were set.

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