ABSTRACT
In both cases organizational members either develop goals selecting one or more of them for action or they accept-more or less-an assigned goal. The selection or acceptance of goals is traditionally described and explained by expectancy models of work motivation (Locke & Henne, 1986; Vroom, 1964; see Fig. 2.1), which function well for getting an understanding about the way goals come into being but which do not help to understand the way goals effect performance.
