Goal-Setting Theory and Communication in Club Management

Introduction to Course Concepts

This analysis applies two key course concepts — motivation and communication — to the output problems observed at Springdale Golf Club, using goal-setting theory and the group decision-making model as analytical frameworks.

Goal-Setting Theory and Employee Motivation

Goal-setting theory was put forward by Edwin Locke in the 1960s and holds that goal setting is a fundamental part of task performance (Lazaroiu, 2015). The theory states that challenging and specific goals, combined with appropriate feedback, contribute to better and higher performance of tasks. In other words, the establishment of goals is vital because it provides employees with direction regarding what must be done and the level of effort required to achieve it. Goals must be set out clearly for any task, as they supply the direction, drive, and impetus required for successful execution.

The key features of goal-setting theory are as follows:

First, establishing goals provides employees with motivation and the willingness to work. Second, goals should be clear and specific; even when they are challenging, specific goals are stronger motivators for output and performance than simple, general, or vague ones. Third, goals should be challenging yet realistic, as this gives employees a sense of pride and attainment upon achieving them. Fourth, positive and constructive feedback is essential, as it directs employees to strive toward higher performance than they would achieve in the absence of feedback.