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When they achieve this goal, they are rewarded through recognition of their efforts and greater autonomy or a promotion. This in turn may lead to increases in status or pay within the organization, which improve motivation and fulfills any financial goals a team member may have.
Goal setting theory needs to be strengthened as it promotes knowledge sharing in the organization. Reeve (2001) notes in his goal setting theory (p. 199) that setting goals is critical to the success and productivity of an individual and team members. When people act as part of a group they form an alliance, one that collaborates and overcomes obstacles to success, which may include ethnic, cultural or religious differences. The outside sales team has a culture of its own, one that is filled with diverse personalities with varying interests, wants, needs and abilities. The organization must recognize this and respond accordingly if it wants the team to perform in the best manner possible so the company remains...
More often than not however, rewards are much more. Team members often must set independent goals so they remain autonomous, a source of motivation, and team goals, which will allow for greater productivity by the team and recognition by non-team members. It is critical management also enforce the idea of a company wide reward system, one that encourages all the many departments working in the organization, not just the outside sales team, to perform their best daily. If the company adopted an annual employee of the year reward system and retain the current team member of the month system, the company will be well on its way to victory with respect to motivating and rewarding individual and group members of the outside sales team and other units in the company.
References
Reeve, Johnmarshall. (2001), Understanding Motivation and Emotion 3rd Ed. New York:
Reward Motivation
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The employee does, however, receive recognition and has the possibility of extrinsic rewards such as pay raises and promotions. The relative lack of positive goals for the cashier/finisher position is ineffective. Employees are not encouraged to seek new, higher standards of performance because they face limited advancement and pay raise prospects. The company's emphasis on minimum standards works well, but the bagel example shows how better use of positive goal-setting