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Goal Setting Theory: Cherry Varghese John S4 Mba Saintgits Institute of Management
Goal Setting Theory: Cherry Varghese John S4 Mba Saintgits Institute of Management
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Components of Goal Setting
Theory
A. Goal Difficulty
The extent to which a goal is challenging and
requires effort
B. Goal Specificity
The clarity and precision of a goal
C. Goal Acceptance
The extent to which a person accepts a goal
D. Goal Commitment
The extent to which an individual is personally
interested in reaching a goal
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Goal Setting
Goal setting involves establishing specific, measurable,
achievable, realistic and time-targeted (S.M.A.R.T ) goals.
Work on the theory of goal-setting suggests that an effective
tool for making progress is to ensure that participants in a
group with a common goal are clearly aware of what is
expected from them. On a personal level, setting goals
helps people work towards their own objectives.
Goals are a form of motivation that sets the standard for self-
satisfaction with performance.
Achieving the goal one has set for oneself is a measure of
success, and being able to meet job challenges is a way one
measures success in the workplace.
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Goal setting theory was developed and refined by Edwin
A. Locke in the 1960s.
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I. Choice: Goals narrow attention and direct
efforts to goal-relevant activities, and away
from perceived undesirable and goal-irrelevant
actions.
II. Effort: Goals can lead to more effort; for
example, if one typically produces 4 widgets
an hour, and has the goal of producing 6, one
may work more intensely towards the goal
than one would otherwise.
III. Persistence: Someone becomes more prone
to work through setbacks if pursuing a goal.
5IV. Cognition: Goals can lead individuals to 3/11/2014
The four mechanisms through which goal setting
can affect individual performance are:
A. Goals focus attention toward goal-relevant
activities and away from goal-irrelevant
activities.
B. Goals serve as an energizer: Higher goals
induce greater effort, while low goals induce
lesser effort.
C. Goals affect persistence; constraints with regard
to resources affect work pace.
D. Goals activate cognitive knowledge and
6 strategies that help employees cope with the3/11/2014
Locke and Latham have indicated three
moderators that indicate goal setting success:
1) The importance of the expected outcomes of
goal attainment, and;
2) Self-efficacy – one's belief that they are able
to achieve the goals, and;
3) Commitment to others – promises or
engagements to others can strongly improve
commitment
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Goal-Setting Theory
A. Social Learning Theory
Provides insights into why and how goals can
motivate behavior.
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Goal setting and feedback go hand in hand. Without
feedback, goal setting is unlikely to work. Providing feedback
on short-term objectives helps to sustain motivation and
commitment to a goal.
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Types Of Goals
The two types of goals are learning goals and performance
goals.
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Principles Of Goal Setting
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Clarity
Clear goals are measurable and unambiguous.
When a goal is clear and specific, with a definite time set for
completion, there is less misunderstanding about what
behaviors will be rewarded. Here the employee knows what's
expected, and he can use the specific result as a source of
motivation. When a goal is vague –it has limited motivational
value.
To improve a team's performance, set clear goals that use
specific and measurable standards. "Reduce job turnover by
15%" or "Respond to employee suggestions within 48 hours"
are examples of clear goals.
Ensure the clarity of the goal by making it Specific,
Measurable and Time- bound.
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Commitment
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SMART
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Task Complexity
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II. Goals Must Be Difficult but Attainable
The key point is that a goal must be difficult as well as specific
for it to raise performance.
Although organization members will work hard to reach
challenging goals, they will only do so when the goals are
within their capability.
As goals become too difficult, performance suffers because
organization members reject the goals as unreasonable and
unattainable.
A major factor in attainability of a goal is self-efficacy .This is
an internal belief regarding one’s job-related capabilities and
competencies. If employees have high self-efficacies, they will
tend to set higher personal goals under the belief that they
are attainable. The first key to successful goal setting is to
21 build and reinforce employees’ self-efficacy. 3/11/2014
III. Goals Must Be Accepted
Goals need to be accepted.
Participation in the goal-setting process tends to
enhance goal commitment.
Participation helps organization members better
understand the goals, ensure that the goals are not
unreasonable, and helps them achieve the goal.
Some individuals may reject imposed goals, but if they
have self-efficacy, they may still maintain high personal
goals to accomplish the imposed goals
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IV. Feedback Must Be Provided on Goal Attainment
Feedback helps organization members attain their
performance goals.
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V. Goals Are More Effective When They Are Used to
Evaluate Performance
1) When employees know that their performance will
be evaluated in terms of how well they attained
their goals, the impact of goals increases.
2) Salespeople, for example, have weekly and
monthly sales goals they are expected to attain.
Telephone operators have goals for the number of
customers they should assist daily. CEOs of
organizations such as IBM, General Motors, and
Microsoft Corporation are evaluated on meeting
growth, profitability, and quality goals.
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VI. Deadlines Improve the Effectiveness of Goals
1) For most employees, goals are more effective
when they include a deadline for completion.
2) Deadlines serve as a time-control mechanism and
increase the motivational impact of goals. Being
aware that a deadline is approaching, the typical
employee will invest more effort into completing the
task.
3) In contrast, if plenty of time remains for attaining
the goal, the employee is likely to slow down his or
her pace to fill the available time. However, when
deadlines are too tight, particularly with complex
tasks, the quality of work may suffer.
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VII. A Learning Goal Orientation Leads to Higher
Performance than a Performance Goal Orientation
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VIII. Group Goal-Setting is As Important As Individual
Goal-Setting
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Limitations Of Goal Setting
Theory
Combining goals with monetary rewards motivates many
organization members to establish easy rather than
difficult goals. In some cases, organization members
have negotiated goals with their supervisor that they
have already completed.
Goal setting focuses organization members on a narrow
subset of measurable performance indicators while
ignoring aspects of job performance that are difficult to
measure. The adage “What gets measured is what gets
done” applies here.
Setting performance goals is effective in established
28 jobs, but it may not be effective when organization3/11/2014
Application of Goal Setting Theory in the
Workplace
Goal setting is widely used in the workplace as a means to
improve and sustain work performance.
Goal setting theory is based on the assumption that behavior
reflects an employee’s conscious goals and intentions.
Consequently, the expectation is that employee efforts and
performance within an organization will be influenced by the
goals assigned to or selected by these employees.
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Some of the ways managers use this theory are:
A. Include employees in goal setting
B. Set individual goals that flow directly from those of the work
unit
C. Set specific goals
D. Ask supervisors to set their own goals
E. Have meetings with employees regularly regarding
performance and progress on developmental objectives
F. Provide ongoing feedback and coaching
G. Have employees take the lead in both setting goals and the
review process
H. Ensure that goals are focused on areas that are important to
current and future goals
I.30 Align reward systems with desirable results 3/11/2014
Some reward systems that are used for
employees reaching their goals are:
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Thank You
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