To complete your replies: Read the threads of your classmates and the articles which are referenced (this is why it is imperative that the articles be accessible via working URL links). Expect to spend some time each day reviewing all threads and replies, even those in which you are not involved. Write a reply of at least 200 words to at least 3 of your classmates’ threads. You should expect to answer questions posed within each discussion thread. Student interaction is key to success in this course. 3 days ago Heather Atwell DB post: Goal Setting Collapse Top of Form Goal Setting Definition : “The process of motivating employees and clarifying their role perceptions by establishing performance objectives” (McShane & Von Glinow, 2015, pg.140) Summary : The article, Making sure your employees succeed (Gallo, 2011) , is directed at managers as an outline on how to help employees set and achieve goals.  The outline begins with the suggestion that an employee’s goals should be tied to the company’s goals and that this connection needs to be apparent to the employee.  Next, the author suggests that the goals should to be attainable but challenging and these goals must be a part of a written plan for success.  The manager needs to monitor the employee and their work to verify if goals are being met.  In addition, the supervisor should have plans in place that lists actions to take when goals are met and when they are not.  The article ends with a list of do’s and don’ts: List of “DO” items: “Connect individuals’ goals to broader organization objectives Show employees that you are a partner in achieving their goals Learn about and incorporate employees’ personal interests into their professional goals” (Gallo, 2011) List of “DON’T” items: “Allow employees to set goals alone Take a hands-off approach to high performers — they need input and feedback to meet their goals as well Ignore failures — be sure people have the opportunity to learn when they don’t achieve go” (Gallo, 2011) Discussion:   Goal setting is a process used by many organizations to improve employee performance.  When employee performance is improved, then the overall performance of the organization improves.  For the process of goal setting to work, the employee must have ownership of the goals and be a part of the creation of the goals.  Creating a plan of success for an employee is a joint effort between the employee and the supervisor.  “The key is to be [a] hands-on [supervisor] while giving your people the room they need to succeed on their own” (Gallo, 2011) According to McShane & Von Glinow (2015, pg. 140), the “acronym—SMARTER—captures the characteristics of good goal setting fairly well.”  S.M.A.R.T.E.R. stands for specific, measurable, achievable, relevant, time-framed, exciting and reviewed. (McShane & Von Glinow, 2015, pg. 140-141) An employee desires to understand the goals that are being set.  For this reason, the goals need to be specific and easy to ...

1. To complete your replies:
Read the threads of your classmates and the articles which are
referenced (this is why it is imperative that the articles be
accessible via working URL links). Expect to spend some time
each day
reviewing all threads and replies, even those in which you are
not involved.
Write a reply of at least 200 words to at least 3 of your
classmates’ threads. You should expect to answer questions
posed within each discussion thread. Student interaction is key
to success in this course.
3 days ago
Heather Atwell
DB post: Goal Setting
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Top of Form
Goal Setting
Definition
: “The process of motivating employees and clarifying their role
perceptions by establishing performance objectives” (McShane
& Von Glinow, 2015, pg.140)
Summary
: The article,
Making sure your employees succeed
(Gallo, 2011)
,
is directed at managers as an outline on how to help employees
set and achieve goals. The outline begins with the suggestion
that an employee’s goals should be tied to the company’s goals
and that this connection needs to be apparent to the employee.

2. Next, the author suggests that the goals should to be attainable
but challenging and these goals must be a part of a written plan
for success. The manager needs to monitor the employee and
their work to verify if goals are being met. In addition, the
supervisor should have plans in place that lists actions to take
when goals are met and when they are not. The article ends
with a list of do’s and don’ts:
List of “DO” items:
“Connect individuals’ goals to broader organization objectives
Show employees that you are a partner in achieving their goals
Learn about and incorporate employees’ personal interests into
their professional goals” (Gallo, 2011)
List of “DON’T” items:
“Allow employees to set goals alone
Take a hands-off approach to high performers — they need
input and feedback to meet their goals as well
Ignore failures — be sure people have the opportunity to learn
when they don’t achieve go”
(Gallo, 2011)
Discussion:
Goal setting is a process used by many organizations to
improve employee performance. When employee performance
is improved, then the overall performance of the organization
improves. For the process of goal setting to work, the employee
must have ownership of the goals and be a part of the creation
of the goals. Creating a plan of success for an employee is a
joint effort between the employee and the supervisor. “The key
is to be [a] hands-on [supervisor] while giving your people the
room they need to succeed on their own” (Gallo, 2011)
According to McShane & Von Glinow (2015, pg. 140), the
“acronym—SMARTER—captures the characteristics of good
goal setting fairly well.” S.M.A.R.T.E.R. stands for specific,
measurable, achievable, relevant, time-framed, exciting and
reviewed. (McShane & Von Glinow, 2015, pg. 140-141) An
employee desires to understand the goals that are being set. For

3. this reason, the goals need to be specific and easy to
comprehend. For the supervisor to be able to monitor the
progress of the employee, the goals should be measurable. This
gives the supervisor the ability to verify if the employee is
attaining the set goals. The goals need to be achievable. If
they are not, then the employee can get frustrated and this
causes productivity to reduce greatly. Two additional aspects
of goals are that they be relevant and exciting. This means that
the goals set for an employee need to be specific to the job that
the employee does daily and are challenging to the employee on
a daily basis. The employee can then complete their daily work
and strive to do more all within an achievable time frame. And
lastly, the goals should be reviewed on a regular basis. There is
no reason to set goals if they are not going to be examined
later. The employee will not be motivated to strive for goals, if
there is not a positive end in doing so. “By establishing and
monitoring targets, you can give your employees real-time input
on their performance while motivating them to achieve more”
(Gallo, 2011).
Every individual wants to feel that they are a part of the
whole. In this case, the goals being set are a direct link to the
success of the organization that the employee works for.
Achieving the goals allows for the employee’s self-image to
increase and creates a bond between the employee and
employer. In the Bible, it states that:
Not that I have already obtained this or am already perfect, but I
press on to make it my own, because Christ Jesus has made me
his own. Brothers, I do not consider that I have made it my own.
But one thing I do: forgetting what lies behind and straining
forward to what lies ahead, I press on toward the goal for the
prize of the upward call of God in Christ Jesus (Philippians
3:12-14).
It is to be hoped that when a person is striving for goals at
work, that they are also striving to match those goals to the
word and honor of Jesus Christ. When we are a success on a
spiritual plane, we will be a success on a worldly plane also.

4. Do you feel that you are achieving spiritual and worldly goals
in your life right now?
References
Dubois, L. (2010, December 20). How to set goals for new
employees. Retrieved from INC.com website:
https://www.inc.com/guides/2010/12/how-to-set-goals-for-new-
employees.html
Gallo, A. (2011, February 7). Making sure your employees
succeed. Retrieved from Harvard Business Review website:
https://hbr.org/2011/02/making-sure-your-employees-suc
McShane, S., & Von Glinow, M. (2015).
Organizational behavior
(7
th
ed.). Boston, MA: McGraw-Hill
ORACLE. (2012, June 1). Goal setting a fresh perspective.
Retrieved from ORACLE website:
http://www.oracle.com/us/media1/goal-setting-fresh-
perspective-ee-1679275.pdf
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3 days ago
Courtney Jimenez
Submission - Escalation of Commitment
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Top of Form
Definition
Escalation of commitment is “the tendency to repeat an
apparently bad decision or allocate more resources to a failing
course of action” (MchShane & Von Glinow, 2015).
Summary
In the article
Anger, fear, and escalation of commitment

5. , Ming-Hong Tsai and Maia J. Young discuss the effect discrete
emotions have on escalation of commitment. In two similar
studies, Tsai and Young focus on anger and fear, and how these
two emotions effect escalation of commitment in decision-
making. Based on previous research, it is determined in the
article that these two emotions are most important in relation to
escalation of commitment because “anger is one of the most
commonly experienced emotions and fear is one of the most
critical emotions in economic decisions” (Tsai & Young, 2010,
p. 963). It is hypothesized that those experiencing anger will
perceive lower risk in initial decision-making, while those
experiencing fear will perceive greater risk and this results in
different levels of escalation of commitment (Tsai & Young,
2010, p. 963).
In the first study conducted, participants are asked to
write about an event that made them either angry or fearful.
Next, the participants play the role of a senior sales manager
and are tasked to hiring personnel. The participants are given
the potential new employees their past performance information,
asked to make a hiring decision, and then evaluate the risk
perceived by the choice made. Then the participants were told
to assume five years had passed and receive the new
performance information, which is always opposite of what they
originally predicted based on their hiring choice (the person
they chose would always demonstrate poorer performance). The
were then asked to conduct performance evaluations of the
person they originally chose. The study found that the
participants in the anger condition reported a lower perception
of risk and a higher degree of escalation of commitment than
those in the fear condition.
In the second study conducted, these trends remained
the same. The second study focused on investing money into
one of two divisions, consumer or industrial products. After
seeing negative results from their initial decision, participants
were then asked to invest additional funds into either the
original division or the other division. As also found in the first

6. study, anger resulted in a lower perception of risk and a higher
degree of escalation of commitment.
Tsai and Young draw the conclusion from these two
studies that “situationally induced anger and fear could affect
an individual’s propensity to escalate commitment” and leaders
might “predict or even influence subordinates’ escalation
tendencies by noticing their emotional tendencies and possibly
advocating emotion-control training” (Tsai & Young, 2010, p.
969). It is also discussed that escalation of commitment may
influence a leader’s decision who to promote, even if that
person has lower performance. Because of these tendencies it is
important for managers and leaders in businesses and
organizations to recognize and manage escalation of
commitment in decision-making.
Discussion
Escalation of commitment can result in significant loss
in a business or company, and it is effected by four main
influences according to the textbook
Organizational Behavior.
These influences include self-justification effect, self-
enhancement effect, prospect theory effect, and sunk costs
effect (McShane & Von Glinow, 2015, p. 200). In the article
summarized above it is also recognized how anger and fear play
into decision-making and the degree of escalation of
commitment. While escalation of commitment tends to produce
negative results, there may be some advantages, such as the
gaining of new information about the effectiveness of funds
used and valuable feedback regarding a project’s future success
(McShane & Von Glinow, 2015, p. 201).
To prevent escalation of commitment occurring, it is, as
mentioned in the summarized article, an option to teach skills to
employees that reduce anger and/or fear. Because of the variety
of scenarios escalation of commitment can be found in,
“managers should pay attention to all potential escalation
situations” (Tsai & Young, 2010, p. 969). In addition to training
employees on emotion-coping skills, another effective way to

7. reduce escalation of commitment is to “ensure that the people
who made the original decision are not the same people who
later evaluate that decision” (McShane & Von Glinow, 2015, p.
201). It appears that the more neutral and objective a
perspective, (absent of discrete emotions and another
individual’s evaluation) the more effective the decision-making.
When making business decisions it is always beneficial
to have multiple people advising or assisting in the decision-
making process. As already mentioned, having another
individual evaluate a decision that has been made can help in
the accurate evaluation of that decision and help leaders and
managers know what to decide next. Proverbs 15:22 supports
this claim by explaining that “without counsel plans fail, but
with many advisers they succeed” (ESV). The counsel of others
can help to reduce or eliminate escalation of commitment and
help the manager or leader to make the best decision possible.
References
McShane, S., & Von Glinow, M. (2015).
Organizational behavior
(7th ed.). Boston, MA: McGraw-Hill.
Tsai, M. & Young, M.J. (2010). Anger, fear, and escalation of
commitment.
Cognition and Emotion, 24
(6), 962-973. Retrieved from http://p2048-
search.ebscohost.com.ezproxy.liberty.edu.ezproxy.liberty.edu/lo
gin.aspx?direct=true&db=a9h&AN=53155590&site=ehost-
live&scope=site
Articles for Additional Reading
Lee, J.S., Keil, M., & Wong, K.F.E. (April 2015). The effect of
goal difficulty on escalation of commitment.
Journal of Behavioral Decision Making, 28
(2), 114-129. Retrieved from
http://onlinelibrary.wiley.com.ezproxy.liberty.edu/doi/10.1002/
bdm.1835/abstract
Markovitch, D.G., Huang, D., Peters, L., Phani, B.V., Philip,

8. D., & Tracy, W. (2014). Escalation of commitment in
entrepreneurship-minded groups.
International Journal of Entrepreneurial Behavior & Research,
20
(4), 302-323. Retrieved from
http://www.emeraldinsight.com.ezproxy.liberty.edu/doi/full/10.
1108/IJEBR-08-2013-0127
1 day ago
Whitney Johnson
RE: Autonomy
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Discussion Board Forum 2 (Modules 3 and 4)
Autonomy
Definition:
McShane and Von Glinow (2008) define autonomy as “the
degree to which a job gives employees the freedom,
independence, and discretion to schedule their work and
determine the procedures used in completing it” (p. 170).
Summary:
The article entitled “How to Give Employees a Sense of
Autonomy (When You Are Really Calling the Shots)” written by
Heidi Grant Halvorson (2015), distinguishes using intrinsic
motivation to spur on feelings of autonomy. Grant Halvorson
(2015) goes on to write about how allowing associates to make
choices, even seemingly trivial choices, lead to the associate
feeling as though they are allowed and able to make decisions
that impact the business. Three things that managers can do to

9. give associates the feeling of choice are to help associates
understand why assigned goals have value, to allow associates
to give input on how the goal will be reached, and ask the
associate to determine decisions surrounding the peripheral
aspects of the goal (Grant Halvorson, 2015).
Discussion:
Autonomy, originally formed from the Greek words for self-
governance, has become one of the most sought-after aspects in
a career. Employers need to be careful that autonomy is reached
in differing stages so that a company does not allow this type of
independence to adversely affect the company’s goals and
profitability. Initial autonomy can be allowing an associate to
set their own hours, or perhaps once out of training, to choose
to work from home a day or two a week. Once the employee is
trained, autonomy could be given to associates in forms of
deciding the order in which to complete their tasks or in which
tasks they associate more priority to. Autonomy for an associate
who is well trained and has been in their role for a year or more
would include options of issuing refunds, without needing
approval from a manager, when under a certain amount set by
management.
The article by Grant Halvorson (2015) relates to this
term in an opposing fashion to what the textbook connects
autonomy to. The textbook takes a direct approach looking at
what companies can do to provide autonomous situations for
employees whereas the article describes how managers can
create a feeling of autonomy in roles where the manager makes
the decisions (McShane & Von Glinow, 2013, p. 170). I like to
slowly introduce autonomy to my associates by providing items
that I have tasked to myself, however recognize that may not
the best use of my time. As the Executive Operations Manager
for my company, when I give one of my tasks to an associate, I

10. take the time to personally train the associate, giving the
employee an increased sense of self-worth and pride showing
them that I trust and believe in their ability to take on the work.
I also create boundaries, within established procedures, to
provide autonomy by ensuring all team members complete tasks
in the same manner however in the order that works for their
schedule. What specific areas do you provide autonomy for your
associates? Or, what items are given to you by your company to
grant autonomy? Can you tell the difference between autonomy
versus the feeling a company can give you to imply autonomy?
Do you care which option your company offers you?
The Bible provides positive and negative connotation
for autonomous situations. In Numbers 16:9-10 Moses points
out to Korah that the want for autonomy apart from God is
negative and rebellious (NASB). In 1Samuel 8, the Israelites
demand a king so that they can be autonomous from God,
allowing them to be more like the people of this earth (NASB).
While these two verses show an adverse side of autonomy there
are multiple verses that recognize there are constructive
outcomes of autonomy. The greatest form of autonomy that God
gave to us was His instruction for us to go out and make
disciples (Matthew 28:19, NASB). He provided teaching and
guidance but did not outline step-by-step instructions for us to
complete this great task. Along with Matthew 28:19, 2Timothy
3:16 provides us amazing God-given autonomy by providing
God breathed scripture to teach us, provide reproof, give
correction, and allow us to train others in His righteousness
(NASB).
References
Grant Halvorson, H. (2011). How to Give Employees a Sense of
Autonomy (When You Are Really Calling the Shots).
Forbes.

11. Retrieved from
https://www.forbes.com/sites/heidigranthalvorson/2011/09/15/h
ow-to-give-employees-a-sense-of-autonomy-when-you-are-
really-calling-the-shots/#63d8f0f077c6
Lawson, S. (2017). Empowering Autonomy in The Workplace.
TTM Associates
. Retrieved from
http://www.ttmassociates.com/resources/empowering-autonomy-
in-the-workplace/
McShane, S., & Von Glinow, M. (2013).
Organizational Behavior
(6th ed.). New York, New York: McGraw-Hill.
Nauert PhD, R. (2015). Worker Autonomy Can Lead to Greater
Productivity, Satisfaction.
Psych Central
. Retrieved from
https://psychcentral.com/news/2011/01/25/worker-autonomy-
can-lead-to-greater-productivity-satisfaction/22885.html
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