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Goal Theory
Components of goal theory and its benefits in the workplace
The goal theory suggests that by allowing employees to set goals, they can be influenced to work harder to meet these goals by motivating them. This will lead to a significant boost in employee performance and translate to benefits for the organization as well. The basic principles of the goal setting theory are clarity, commitment, challenge, complexity, and feedback. The theory posits that goals that are set by employees need to be SMART. This means they should be specific, measurable, attainable, realistic, and time-bound. This is important for the goals to be clear to both the employees and the organization. The theory also states the second attribute of goals as commitment from the employee to meet the goals. Employees should be motivated to feel like the goals and goal-setting process is important for them to be committed to their set goal. Without this commitment, they cannot be motivated to meet the goals.
Thirdly, employees must...
By allowing employees to set challenging goals, it means that when they meet the goals, they is a significant payoff in the success. The goals must also be programmed to be complex enough to ensure employees use the available time and resources to meet it. However, it should not be overwhelming that the employee feels they are unwilling to meet the goal. Lastly, the goals setting program should involve feedback whereby employees get recognition and feedback on their progress from supervisors.
The major advantage of goal theory in a company is that it ensures employees and management discuss job expectations through setting goals. It also gives the company a fair basis upon which to assess the employee's performance (Eccles & Wigfield, 2002). The goal setting program also enable the company to identify areas where employees could benefit from training or retraining or offered different positions based on their experience and aspirations.
Examples of goal-setting practices applicable to…
References
Eccles, J.S., & Wigfield, A. (2002). Motivational beliefs, values, and goals. Annual Review of Psychology, 53, 109-132.
Elliott, E.S., & Dweck, C.S. (1988). Goals: An approach to motivation and achievement. Journal of Personality and Social Psychology, 54, 5-12.
Goal Setting Theory Describing Goal Setting Theory and Summarizing a Sample of Research on the Theory Goal-Setting Theory: Overview and current research Description Goal-setting theory was first developed by (Locke & Latham 2005) for the benefit of industrial/organizational (I/O) psychology. The theory's basic tenant is that setting higher goals lead to higher levels of task performance vs. easier or more abstract goals. The follower must be committed, have the ability to accomplish the goal,
Goal Setting Theory Application The goal setting theory was a product of the research conducted by Edwin Locke and Gary Latham who carried out more than 400 separate studies in this regard. They indicated that goals have a pervasive effect on the behavior of the people working within a given organization hence there is need for care and attention while setting goals since with the right conditions, goals can be powerful
Goal - setting theory (Curtis 37) starts with the situationally specific, conscious motivational factors closest to action: goals and intentions. Goal theory then works backward to determine what causes goals and makes them effective. The specific, close-to-action goal - setting approaches have been more successful in explaining performance than the general, far from-action motivational approaches that stress general needs and motives based on subconscious values. Only when ideas become goals
Locke's Goal-Setting Theory Most people want and need to know what is expected of them in the workplace, and Locke (1964) proposed that goal-setting theory can help explain why. Subsequently, Locke (1996) conceptualized goals as being the objective or purpose that serves to guide individual actions at work (Perrone & Smith, 2003). The main points of Locke's goal-setting theory are as follows: Specific high goals lead to higher performance than setting
Goal-Setting & Task Performance In the journal article "Managing time: the effects of personal goal setting on resource allocation strategy and task performance," authors Strickland and Galimba (2001) centered their discussion on the relationship between goal setting and task performance among undergraduate students. Using an experimental design for the study, the authors explored whether goal-setting influences task performance or not. Furthermore, they also determined whether there are differences between the task
Path-Goal Contingency Theory organization. Explain theory works include examples. 2. Explain effect power influence leaders followers organization. Leadership is one of the key concepts in the military, as leaders need to command their subordinates by taking on attitudes that provide purpose, guidance, and incentive. A military leader has to concentrate on completing missions and on guaranteeing the welfare of his or her subordinates in the process. When considering leadership strategies,