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, and must not be troubled by conflicting goals. The organization must also identify a clear discrepancy between the present, where there is a deficit regarding goals, and the future where the goal must be realized for the organization to thrive (Locke & Latham 2005: 265). Several central mechanisms are at play regarding the theory. The first and foremost is the notion that people will only reach goals if they have a psychological awareness of the extent to which they are capable of great things. That is why high goals yield greater performance, by creating an action-related structure for the employee's purpose.
The second core component of the theory is the idea that performance requires both ability and motivation on the part of the employee (Locke & Latham 2005: 265). A highly motivated employee cannot do what he or she is not capable of doing on one hand but on the other hand even able employees will not do what they are not capable of doing if unmotivated. Still, goals can be used to encourage employees to seek out new knowledge to meet objectives and to build upon their existing knowledge, when people are motivated by new and complex tasks. If the acquisition of new knowledge is a variable, this can complicate the attainment of the goal, as the ability of the individual to gain such know-how is an open question. Complexity and difficulty as can 'role overload' (too much overwhelming complexity or a lack of necessary resources like time and knowledge to complete the task) can also mediate goal attainment. Other mediating variables which can impact the influence of high-goal setting include personality; availability of feedback; participation from the subordinate;...
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
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,
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