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.

Group Decision-Making and Communication

The group decision-making model plays a contributory role in improving and increasing communication between employees. The model takes various forms, including the use of a more formal decision-making process that involves employees who are directly affected by the problem. This process promotes open communication among all parties involved, thereby establishing a standard for open communication throughout the organization. According to Power, Sharda, and Burstein (2015), group decision-making and its implementation within an organization help to confer agency — that is, the ability of individual employees to make free choices because they possess the relevant information and participate meaningfully in the decision-making process.

Evidence from Collected Data

Motivation is a primary driver of organizational success. Both employees and the management team require motivation, as these two groups are essential to the daily performance of any organization. At Springdale Golf Club, they are central to delivering a satisfying golfing and dining experience to club members. However, motivation is lacking among both employees and management.

First, the club's mission statement — which represents the organization's primary goal — does not meet the criteria for an effective goal. It is general, vague, redundant, and excessively optimistic, making it at risk of being unrealistic. Second, the lack of motivation is evidenced by high employee turnover, with staff leaving due to unclear role definitions. Third, based on interview responses, employees — particularly those in front-of-house positions — hold multiple job titles and are expected to contribute to serving, running, and bussing simultaneously. This situation is confusing, draining, and demotivating, as it prevents employees from focusing on excelling in a particular role. Taken together, this evidence demonstrates a clear need for strategies that motivate both employees and the management team.

Communication at Springdale Golf Club is a significant issue with a negative impact on the club's success. Due to poor communication, the management team does not fully understand what is affecting the organization. Management attributes the club's difficulties to seasonal changes; however, employees identify a range of other challenges — including demotivation, miscommunication, and unmet expectations — as the real sources of decline. This communication breakdown is primarily occurring between employees and management. Interview findings revealed that while employees generally got along well with one another, they felt differently about their relationships with management. A key reason for this gap, according to some employees, is that the communication environment with management was neither open nor honest.

Research supports the importance of transparent organizational communication. As noted by Harvard Business Review, clear organizational goals and honest internal dialogue are foundational to employee alignment and performance.