hbo - job design & goal setting

Motivating Motivating Performance Performance Through Job Design Through Job Design & Goal Setting& Goal Setting

Motivating Motivating Performance Performance Through Job Design Through Job Design & Goal Setting& Goal Setting

Presented by:Presented by:For-Ian V. Sandoval For-Ian V. Sandoval

with Team LSPUwith Team LSPU

Presented by:Presented by:For-Ian V. Sandoval For-Ian V. Sandoval

with Team LSPUwith Team LSPU

LEARNING LEARNING OBJECTIVESOBJECTIVESLEARNING LEARNING OBJECTIVESOBJECTIVES• DiscussDiscuss the background of job design as an the background of job design as an applied applied area of work motivationarea of work motivation

• DiscussDiscuss the background of job design as an the background of job design as an applied applied area of work motivationarea of work motivation• DefineDefine the various techniques and the various techniques and approaches to job approaches to job designdesign

• DefineDefine the various techniques and the various techniques and approaches to job approaches to job designdesign• Explain Explain goal-setting theory and guidelines goal-setting theory and guidelines from from researchresearch

• Explain Explain goal-setting theory and guidelines goal-setting theory and guidelines from from researchresearch• DescribeDescribe the application of goal setting to the application of goal setting to overall overall systems performancesystems performance

• DescribeDescribe the application of goal setting to the application of goal setting to overall overall systems performancesystems performance

JOB JOB DESIGNDESIGN

JOB JOB DESIGNDESIGN

JOB DESIGNJOB DESIGNJOB DESIGNJOB DESIGN

• Work arrangement (or rearrangement) Work arrangement (or rearrangement) aimed at aimed at reducing or overcoming job reducing or overcoming job dissatisfaction and dissatisfaction and employee alienation arising from employee alienation arising from repetitive and repetitive and mechanistic tasks. mechanistic tasks.

• Work arrangement (or rearrangement) Work arrangement (or rearrangement) aimed at aimed at reducing or overcoming job reducing or overcoming job dissatisfaction and dissatisfaction and employee alienation arising from employee alienation arising from repetitive and repetitive and mechanistic tasks. mechanistic tasks.

• Through job design, organizations try Through job design, organizations try to raise to raise productivity levels by offering non-productivity levels by offering non-monetary monetary rewards such as greater satisfaction rewards such as greater satisfaction from a sense from a sense of personal achievement in meeting of personal achievement in meeting the the increased challenge and responsibility increased challenge and responsibility of one's of one's work. work.

• Through job design, organizations try Through job design, organizations try to raise to raise productivity levels by offering non-productivity levels by offering non-monetary monetary rewards such as greater satisfaction rewards such as greater satisfaction from a sense from a sense of personal achievement in meeting of personal achievement in meeting the the increased challenge and responsibility increased challenge and responsibility of one's of one's work. work.

JOB DESIGNJOB DESIGNJOB DESIGNJOB DESIGN

• Essential to reduced job stress, Essential to reduced job stress, motivation can motivation can be enhanced, and satisfaction of be enhanced, and satisfaction of employees and employees and their performance can be improved their performance can be improved that that organizations can effectively compete organizations can effectively compete in the in the global market.global market.

• Essential to reduced job stress, Essential to reduced job stress, motivation can motivation can be enhanced, and satisfaction of be enhanced, and satisfaction of employees and employees and their performance can be improved their performance can be improved that that organizations can effectively compete organizations can effectively compete in the in the global market.global market.

Various techniques and approaches to Various techniques and approaches to job design.job design.Various techniques and approaches to Various techniques and approaches to job design.job design.

JOBJOBDESIGDESIG

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JOBJOBDESIGDESIG

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Job Job EngineeringEngineering

Job Job EngineeringEngineering

Job Job EnrichmentEnrichment

Job Job EnrichmentEnrichment

Job Job EnlargementEnlargement

Job Job EnlargementEnlargement

Job Job RotationRotation

Job Job RotationRotation

Job Job SimplificationSimplification

Job Job SimplificationSimplification

Social Social Information Information ProcessingProcessing

Social Social Information Information ProcessingProcessing

Quality of Quality of Work LifeWork Life

Quality of Quality of Work LifeWork Life

JOB ENGINEERINGJOB ENGINEERINGJOB ENGINEERINGJOB ENGINEERING

• Scientific management / industrial Scientific management / industrial approach approach concerned with product, process, and concerned with product, process, and design design tool design; plant layout; standard tool design; plant layout; standard operating operating procedures; wok measurement and procedures; wok measurement and standards; standards; worker methods; and human-machine worker methods; and human-machine interactions.interactions.

• Scientific management / industrial Scientific management / industrial approach approach concerned with product, process, and concerned with product, process, and design design tool design; plant layout; standard tool design; plant layout; standard operating operating procedures; wok measurement and procedures; wok measurement and standards; standards; worker methods; and human-machine worker methods; and human-machine interactions.interactions.

JOB ENLARGEMENTJOB ENLARGEMENTJOB ENLARGEMENTJOB ENLARGEMENT

• Job design technique in which the Job design technique in which the number of number of tasks associated with a job is increased tasks associated with a job is increased (and (and appropriate training provided) to add appropriate training provided) to add greater greater variety to activities, thus reducing variety to activities, thus reducing monotony. monotony.

• Job design technique in which the Job design technique in which the number of number of tasks associated with a job is increased tasks associated with a job is increased (and (and appropriate training provided) to add appropriate training provided) to add greater greater variety to activities, thus reducing variety to activities, thus reducing monotony. monotony.

• It is a horizontal restructuring method It is a horizontal restructuring method in that in that the job is enlarged by adding related the job is enlarged by adding related tasks. Job tasks. Job enlargement may also result in greater enlargement may also result in greater workforce flexibility. workforce flexibility.

• It is a horizontal restructuring method It is a horizontal restructuring method in that in that the job is enlarged by adding related the job is enlarged by adding related tasks. Job tasks. Job enlargement may also result in greater enlargement may also result in greater workforce flexibility. workforce flexibility.

JOB ROTATIONJOB ROTATIONJOB ROTATIONJOB ROTATION

• Job design technique in which Job design technique in which employees are employees are moved between two or more jobs in a moved between two or more jobs in a plannedplanned manner. manner.

• Job design technique in which Job design technique in which employees are employees are moved between two or more jobs in a moved between two or more jobs in a plannedplanned manner. manner. • The objective is to expose the The objective is to expose the employees to employees to different experiences and wider variety different experiences and wider variety of skills of skills to enhance job satisfaction and to to enhance job satisfaction and to cross-train cross-train them. them.

• The objective is to expose the The objective is to expose the employees to employees to different experiences and wider variety different experiences and wider variety of skills of skills to enhance job satisfaction and to to enhance job satisfaction and to cross-train cross-train them. them.

JOB SIMPLIFICATIONJOB SIMPLIFICATIONJOB SIMPLIFICATIONJOB SIMPLIFICATION

• Job design technique in which jobs are Job design technique in which jobs are broken broken into relatively simple tasks. into relatively simple tasks.

• Job design technique in which jobs are Job design technique in which jobs are broken broken into relatively simple tasks. into relatively simple tasks. • It aims at greater productivity through It aims at greater productivity through reduced reduced application of mental and/or physical application of mental and/or physical effort. effort.

• It aims at greater productivity through It aims at greater productivity through reduced reduced application of mental and/or physical application of mental and/or physical effort. effort.

JOB ENRICHMENTJOB ENRICHMENTJOB ENRICHMENTJOB ENRICHMENT• Job design technique that is a variation Job design technique that is a variation on job on job enlargement, job rotation and job enlargement, job rotation and job simplification simplification concept. concept.

• Job design technique that is a variation Job design technique that is a variation on job on job enlargement, job rotation and job enlargement, job rotation and job simplification simplification concept. concept. • Job enrichment adds new sources of Job enrichment adds new sources of job job satisfaction by increasing the level of satisfaction by increasing the level of responsibility of the employee. responsibility of the employee.

• Job enrichment adds new sources of Job enrichment adds new sources of job job satisfaction by increasing the level of satisfaction by increasing the level of responsibility of the employee. responsibility of the employee. • It is a vertical restructuring method in It is a vertical restructuring method in that it that it gives the employee additional gives the employee additional authority, authority, autonomy, and control over the way autonomy, and control over the way the job is the job is accomplished. accomplished.

• It is a vertical restructuring method in It is a vertical restructuring method in that it that it gives the employee additional gives the employee additional authority, authority, autonomy, and control over the way autonomy, and control over the way the job is the job is accomplished. accomplished.

• Also called job enhancement or Also called job enhancement or vertical job vertical job expansion. expansion.

• Also called job enhancement or Also called job enhancement or vertical job vertical job expansion. expansion.

The Hackman-Oldham core job The Hackman-Oldham core job

characteristics approach to task design.characteristics approach to task design.The Hackman-Oldham core job The Hackman-Oldham core job

characteristics approach to task design.characteristics approach to task design.

Significance of the Task

Core JobCharacteristics

Variety of Skill

Identity of the task

Autonomy

Feedback

CriticalPsychological State

ExperiencedMeaningfulness of thework

Experienced responsibility for workoutcomes

Knowledge of resultsFrom work activities

Personal &Work Outcomes

High internal work motivation

High quality work performance

High satisfaction with the work Low turnover & absenteeism

Moderated byemployee growth

need strength

DIAGNOSING & MEASURING DIAGNOSING & MEASURING OF TASK SCOPEOF TASK SCOPEDIAGNOSING & MEASURING DIAGNOSING & MEASURING OF TASK SCOPEOF TASK SCOPE

• Job Diagnostic Survey (JDS) Job Diagnostic Survey (JDS) • Job Diagnostic Survey (JDS) Job Diagnostic Survey (JDS)

FormulaFormula: :

FormulaFormula: : MPS MPS ==MPS MPS ==

skill variety + task identify + task skill variety + task identify + task significancesignificanceskill variety + task identify + task skill variety + task identify + task significancesignificance

3333x autonomy x x autonomy x feedbackfeedbackx autonomy x x autonomy x feedbackfeedback

Note: MPS – Motivating Potential Score JDS Link

http://www.marscafe.com/php/hr2/jds_quiz.php3

GUIDELINES FOR REDESIGNING GUIDELINES FOR REDESIGNING JOBSJOBSGUIDELINES FOR REDESIGNING GUIDELINES FOR REDESIGNING JOBSJOBSCore Job Characteristics Guidelines for Practice

Skill VarietySkill VarietyProvide cross-training

Expand duties requiring more skills

Task IdentityTask IdentityGive projects

Form work modules

Task SignificanceTask SignificanceCommunicate importance of the job

Enhance image of the organization

AutonomyAutonomyEmpower to make decisions

Give more responsibility & Accountability

FeedbackFeedbackImplement information system (IS)

Supervisors give objective,Immediate information

SOCIAL INFORMATION PROCESSING SOCIAL INFORMATION PROCESSING APPROACH (SIPA)APPROACH (SIPA)SOCIAL INFORMATION PROCESSING SOCIAL INFORMATION PROCESSING APPROACH (SIPA)APPROACH (SIPA)

Three (3) major causes of a job holder’s Three (3) major causes of a job holder’s perceptions, attitudes and actual perceptions, attitudes and actual behavior:behavior:

Three (3) major causes of a job holder’s Three (3) major causes of a job holder’s perceptions, attitudes and actual perceptions, attitudes and actual behavior:behavior:1. The jobholder’s cognitive evaluation 1. The jobholder’s cognitive evaluation

of the real task environment.of the real task environment.1. The jobholder’s cognitive evaluation 1. The jobholder’s cognitive evaluation

of the real task environment.of the real task environment.2. The jobholder’s past actions including 2. The jobholder’s past actions including

reinforcement history learning.reinforcement history learning.2. The jobholder’s past actions including 2. The jobholder’s past actions including

reinforcement history learning.reinforcement history learning.

3. The information that the immediate 3. The information that the immediate social context providessocial context provides

3. The information that the immediate 3. The information that the immediate social context providessocial context provides

SOCIAL INFORMATION PROCESSING SOCIAL INFORMATION PROCESSING APPROACH (SIPA)APPROACH (SIPA)SOCIAL INFORMATION PROCESSING SOCIAL INFORMATION PROCESSING APPROACH (SIPA)APPROACH (SIPA)

Attributional process combined w/ SIPA: Attributional process combined w/ SIPA: Attributional process combined w/ SIPA: Attributional process combined w/ SIPA:

1. Choice1. Choice1. Choice1. Choice

2. Revocability2. Revocability2. Revocability2. Revocability

3. Publicness3. Publicness3. Publicness3. Publicness4. Explicitness4. Explicitness4. Explicitness4. Explicitness5. Social norms and expectations5. Social norms and expectations5. Social norms and expectations5. Social norms and expectations6. External priming6. External priming6. External priming6. External priming

QUALITY OF LIFE WORK (QLW) & QUALITY OF LIFE WORK (QLW) & SOCIOTECHNICAL DESIGNSOCIOTECHNICAL DESIGNQUALITY OF LIFE WORK (QLW) & QUALITY OF LIFE WORK (QLW) & SOCIOTECHNICAL DESIGNSOCIOTECHNICAL DESIGN

• More concerned with the overall More concerned with the overall climate of climate of workwork

• More concerned with the overall More concerned with the overall climate of climate of workwork• Concerned about the impact of work Concerned about the impact of work on people on people as well as organizational effectiveness as well as organizational effectiveness

• Concerned about the impact of work Concerned about the impact of work on people on people as well as organizational effectiveness as well as organizational effectiveness • The idea of participation in The idea of participation in organizational organizational problem solving and decision makingproblem solving and decision making

• The idea of participation in The idea of participation in organizational organizational problem solving and decision makingproblem solving and decision making• The overriding purpose of QWL is to The overriding purpose of QWL is to change change the climate at work so that the human-the climate at work so that the human- technological-organizational interface technological-organizational interface lads to a lads to a better quality of work life.better quality of work life.

• The overriding purpose of QWL is to The overriding purpose of QWL is to change change the climate at work so that the human-the climate at work so that the human- technological-organizational interface technological-organizational interface lads to a lads to a better quality of work life.better quality of work life.

QUALITY OF LIFE WORK (QLW) & QUALITY OF LIFE WORK (QLW) & SOCIOTECHNICAL DESIGNSOCIOTECHNICAL DESIGNQUALITY OF LIFE WORK (QLW) & QUALITY OF LIFE WORK (QLW) & SOCIOTECHNICAL DESIGNSOCIOTECHNICAL DESIGN

• Sociotechnical approach is concerned Sociotechnical approach is concerned with the with the interface and harmony between interface and harmony between personal, social personal, social and technological functioning.and technological functioning.

• Sociotechnical approach is concerned Sociotechnical approach is concerned with the with the interface and harmony between interface and harmony between personal, social personal, social and technological functioning.and technological functioning.• It translates into the redesign of It translates into the redesign of technological technological process and the formation of process and the formation of autonomous, self-autonomous, self- regulating work groups or teams.regulating work groups or teams.

• It translates into the redesign of It translates into the redesign of technological technological process and the formation of process and the formation of autonomous, self-autonomous, self- regulating work groups or teams.regulating work groups or teams.

GOALGOALSETTINGSETTING

GOALGOALSETTINGSETTING

GOAL SETTINGGOAL SETTINGGOAL SETTINGGOAL SETTING

• Involves establishing specific, Involves establishing specific, measurable and measurable and time targeted objectivestime targeted objectives

• Involves establishing specific, Involves establishing specific, measurable and measurable and time targeted objectivestime targeted objectives• It is an effective tool for making It is an effective tool for making progress by progress by ensuring that participants are clearly ensuring that participants are clearly aware of aware of what is expected from them, if an what is expected from them, if an objective is to objective is to be achieved. be achieved.

• It is an effective tool for making It is an effective tool for making progress by progress by ensuring that participants are clearly ensuring that participants are clearly aware of aware of what is expected from them, if an what is expected from them, if an objective is to objective is to be achieved. be achieved.

• On a personal level, setting goals is a On a personal level, setting goals is a process process that allows people to specify then work that allows people to specify then work towards towards their own objectives - most commonly their own objectives - most commonly with with financial or career-based goals. financial or career-based goals.

• On a personal level, setting goals is a On a personal level, setting goals is a process process that allows people to specify then work that allows people to specify then work towards towards their own objectives - most commonly their own objectives - most commonly with with financial or career-based goals. financial or career-based goals.


• It should be tangible, specific, realistic It should be tangible, specific, realistic and have a and have a time targeted for completion. time targeted for completion.

• It should be tangible, specific, realistic It should be tangible, specific, realistic and have a and have a time targeted for completion. time targeted for completion. • Goal setting also requires motivation Goal setting also requires motivation & & commitmentscommitments

• Goal setting also requires motivation Goal setting also requires motivation & & commitmentscommitments• Goals provide a sense of direction and Goals provide a sense of direction and purpose purpose • Goals provide a sense of direction and Goals provide a sense of direction and purpose purpose • Goals provide a sense of direction and Goals provide a sense of direction and purpose purpose • Goals provide a sense of direction and Goals provide a sense of direction and purpose purpose


Four mechanisms through which goal Four mechanisms through which goal setting is able to affect individual setting is able to affect individual performance: performance:

Four mechanisms through which goal Four mechanisms through which goal setting is able to affect individual setting is able to affect individual performance: performance: 1. Goals focus attention towards goal-1. Goals focus attention towards goal-

relevant relevant activities and away from goal-activities and away from goal-

irrelevant activities. irrelevant activities.

1. Goals focus attention towards goal-1. Goals focus attention towards goal-relevant relevant

activities and away from goal-activities and away from goal-irrelevant activities. irrelevant activities.

2. Goals serve as an energizer; higher 2. Goals serve as an energizer; higher goals will induce greater effort while goals will induce greater effort while low goals induce lesser effort. low goals induce lesser effort.

2. Goals serve as an energizer; higher 2. Goals serve as an energizer; higher goals will induce greater effort while goals will induce greater effort while low goals induce lesser effort. low goals induce lesser effort.


3. Goals affect persistence; constraints 3. Goals affect persistence; constraints with regard to resources will affect with regard to resources will affect work pace. work pace.

3. Goals affect persistence; constraints 3. Goals affect persistence; constraints with regard to resources will affect with regard to resources will affect work pace. work pace.

4. Goals activate cognitive knowledge 4. Goals activate cognitive knowledge and strategies which allows and strategies which allows employees to cope with the situation employees to cope with the situation at hand. at hand.

4. Goals activate cognitive knowledge 4. Goals activate cognitive knowledge and strategies which allows and strategies which allows employees to cope with the situation employees to cope with the situation at hand. at hand.


Moderators which indicate the success Moderators which indicate the success of goal setting:of goal setting:Moderators which indicate the success Moderators which indicate the success of goal setting:of goal setting:

1. Goal Commitment1. Goal CommitmentPeople will perform better when they People will perform better when they are committed to achieve certain are committed to achieve certain goals. Goal commitment is dependent goals. Goal commitment is dependent of : of :

a.a. The importance of the expected The importance of the expected outcomes of goal attainment and; outcomes of goal attainment and;

b.b. b. Self-efficacy; ones belief that (s) he b. Self-efficacy; ones belief that (s) he is able to achieve the goals. is able to achieve the goals.

1. Goal Commitment1. Goal CommitmentPeople will perform better when they People will perform better when they are committed to achieve certain are committed to achieve certain goals. Goal commitment is dependent goals. Goal commitment is dependent of : of :

a.a. The importance of the expected The importance of the expected outcomes of goal attainment and; outcomes of goal attainment and;

b.b. b. Self-efficacy; ones belief that (s) he b. Self-efficacy; ones belief that (s) he is able to achieve the goals. is able to achieve the goals.


2. Feedback 2. Feedback Keep track of performance to allow Keep track of performance to allow employees to see how effective they employees to see how effective they have been in attaining the goals. Without have been in attaining the goals. Without proper feedback channels it is impossible proper feedback channels it is impossible to adapt or adjust to the required to adapt or adjust to the required behavior. behavior.

2. Feedback 2. Feedback Keep track of performance to allow Keep track of performance to allow employees to see how effective they employees to see how effective they have been in attaining the goals. Without have been in attaining the goals. Without proper feedback channels it is impossible proper feedback channels it is impossible to adapt or adjust to the required to adapt or adjust to the required behavior. behavior.

3. Task complexity3. Task complexityMore difficult goals require more More difficult goals require more cognitive strategies and well developed cognitive strategies and well developed skills. The more difficult the tasks ahead, skills. The more difficult the tasks ahead, a smaller group of people will possess a smaller group of people will possess the necessary skills and strategies. From the necessary skills and strategies. From an organizational perspective it is an organizational perspective it is thereby more difficult to successfully thereby more difficult to successfully attain more difficult goals since attain more difficult goals since resources become more scarce. resources become more scarce.

3. Task complexity3. Task complexityMore difficult goals require more More difficult goals require more cognitive strategies and well developed cognitive strategies and well developed skills. The more difficult the tasks ahead, skills. The more difficult the tasks ahead, a smaller group of people will possess a smaller group of people will possess the necessary skills and strategies. From the necessary skills and strategies. From an organizational perspective it is an organizational perspective it is thereby more difficult to successfully thereby more difficult to successfully attain more difficult goals since attain more difficult goals since resources become more scarce. resources become more scarce.


4. 4. Employee Motivation Employee Motivation The more employees are motivated, The more employees are motivated, the more they are stimulated and the more they are stimulated and interested in accepting goals. interested in accepting goals.

4. 4. Employee Motivation Employee Motivation The more employees are motivated, The more employees are motivated, the more they are stimulated and the more they are stimulated and interested in accepting goals. interested in accepting goals.

5. 5. Macro-economical characteristicsMacro-economical characteristicsThe position of the economy in the The position of the economy in the conjucture puts pressure or simply conjucture puts pressure or simply relieves the organization. This means relieves the organization. This means that some goals are easier set in that some goals are easier set in specific macro-economical specific macro-economical surroundings. Depression is for surroundings. Depression is for instance the least successful instance the least successful conjucturial phase for goal setting. conjucturial phase for goal setting.

5. 5. Macro-economical characteristicsMacro-economical characteristicsThe position of the economy in the The position of the economy in the conjucture puts pressure or simply conjucture puts pressure or simply relieves the organization. This means relieves the organization. This means that some goals are easier set in that some goals are easier set in specific macro-economical specific macro-economical surroundings. Depression is for surroundings. Depression is for instance the least successful instance the least successful conjucturial phase for goal setting. conjucturial phase for goal setting.


Guidelines to improve performance Guidelines to improve performance through goal setting: through goal setting: Guidelines to improve performance Guidelines to improve performance through goal setting: through goal setting:

1. Specific goals1. Specific goals1. Specific goals1. Specific goals

2. Difficult, challenging goals2. Difficult, challenging goals2. Difficult, challenging goals2. Difficult, challenging goals

3. “Owned” and accepted goals3. “Owned” and accepted goals3. “Owned” and accepted goals3. “Owned” and accepted goals4. Objective, timely feedback about 4. Objective, timely feedback about

progress toward goalsprogress toward goals4. Objective, timely feedback about 4. Objective, timely feedback about

progress toward goalsprogress toward goals


Practical limitations in goal setting:Practical limitations in goal setting:Practical limitations in goal setting:Practical limitations in goal setting:

1. Difficult goals increases the level of 1. Difficult goals increases the level of risk managers and employees are risk managers and employees are willing to takewilling to take

1. Difficult goals increases the level of 1. Difficult goals increases the level of risk managers and employees are risk managers and employees are willing to takewilling to take

2. Inhibited subjects from helping others 2. Inhibited subjects from helping others who were requesting assistance, who were requesting assistance, which has implications for teamworkwhich has implications for teamwork

2. Inhibited subjects from helping others 2. Inhibited subjects from helping others who were requesting assistance, who were requesting assistance, which has implications for teamworkwhich has implications for teamwork

3. Difficult goals may lead to stress, put 3. Difficult goals may lead to stress, put perpetual ceiling on performance, perpetual ceiling on performance, cause the employees to ignore non-cause the employees to ignore non-goal areasgoal areas

3. Difficult goals may lead to stress, put 3. Difficult goals may lead to stress, put perpetual ceiling on performance, perpetual ceiling on performance, cause the employees to ignore non-cause the employees to ignore non-goal areasgoal areas4. Encourage short-range thinking, 4. Encourage short-range thinking, dishonesty or cheating.dishonesty or cheating.

4. Encourage short-range thinking, 4. Encourage short-range thinking, dishonesty or cheating.dishonesty or cheating.

The application of goal setting to system The application of goal setting to system

performance.performance.The application of goal setting to system The application of goal setting to system

performance.performance.

Set overall objectives &action

Set overall objectives &action

Develop the organization

Develop the organization

Set individualObjectives &action plans

Set individualObjectives &action plans

Conduct final appraisalOf result

Conduct final appraisalOf result

Conduct periodic appraisal & provide

Feedback on progress;make adjustments

Conduct periodic appraisal & provide

Feedback on progress;make adjustments

hbo - job design & goal setting

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