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Is Goal-Setting Manipulation?

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TEORÍA Y COMPORTAMIENTO ORGANIZACIONAL

DILEMA ÉTICO: IS GOAL-SETTING MANIPULATION?

Introducción

Este dilema habla sobre como los gerentes, están interesados en el tema de la motivación porque quieren aprender a sacar el máximo esfuerzo por parte de sus empleados. Se cuestiona si en el proceso de motivación se lleva acabo manipulación de parte de la gerencia.

Preguntas
El libro define manipulación como (1) manejar, administrar o utilizar, especialmente con habilidad, en algún proceso de tratamiento o de rendimiento, (2) controlar o influir con habilidad artística, (3) adaptar o cambiar para ajustarse a un propósito o una ventaja.
Luego nos pregunta que con esto en mente contestemos las siguientes preguntas: 1. ¿Será la fijación de metas (goal setting) ético?
La fijación de metas es ético siempre y cuando se cumpla con los derechos laborables. 2. ¿Cuándo los gerentes establecen metas difíciles y específicas para los empleados, no los están manipulando?
Cuando los gerentes le establecen metas difíciles y especificas a los empleados no significa manipulación de parte de la gerencia. La gerencia hace esto (goal-setting theory) para que el empleado ponga más esfuerzo y desempeño en el trabajo. Las metas que son difíciles de lograr y específica tienden a incrementar el rendimiento del empleado. 3. ¿ Las definiciones de manipulación, son compatibles con la noción hábil de los gerentes buscando influenciar en la productividad del empleado, para el beneficio de él y de la organización?
El trabajo del gerente no es manipular ni dominar a los empleado si no de armonizar sus trabajos a las metas de la gerencia. 4. ¿Tiene el gerente el derecho de querer controlar a su empleado?
El gerente no asume control de ningún empleado si no que sirve como guía de este. 5. ¿Hay alguien que tenga el derecho de controlar a los demás?
Todo individuo tiene el derecho de vivir una vida sin coerción ni imposiciones. 6. ¿Controlar implica manipular? Y si es así, ¿hay algo malo con los gerentes manipulando a los empleados a través de la fijación de metas (goal setting) u otras técnicas de motivación?
Controlar no implica manipular y este no es el método que se utiliza cuando se habla de fijación de metas.

Actualización del “goal-setting theory” 1. A veces, las metas específicas y difíciles no conducen a un mejor desempeño y simplemente anima a la gente a hacer lo mejor (“do their best”). (Locke) A veces se enfoca al empleado a llegar a la meta en vez de adquirir las habilidades para llegar a esta. Por eso bueno motivar al empleado a desempeñarse en una meta que lo enseñe. 2. Asignar metas difíciles puede hacer que el empleado la vea como una amenaza. Si una persona evalúa un objetivo alto como un reto en vez de como una amenaza hace una diferencia en el rendimiento de esa persona. (Locke) 3. Las personas con metas tienden a elegir tareas en las que se pueden adquirir conocimientos y habilidades. Tienden a evitar las tareas donde otros pueden juzgar desfavorablemente debido a posibles errores que podrían hacer. Por lo tanto, tienden a elegir tareas sencillas en las que pueden quedar bien ante los ojos de los demás. (Locke)

Bibliografía Locke, Edwin A., Latham, Gary P., The New Directions in Goal Setting Theory, (2012) Robbins, Stephen P, Judge, Timothy,. A Goal-Setting Theory (2011)

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