GOAL SETTING

By Group 3 Arnab Paul (29007) Gautham N (29014) Lokesh Arya (29023) Nidhi Goel (29031) Vamsi Tilak (29056)

Goals
Performance target that an individual or group seeks to accomplish at work. Help crystallize the sense of purpose and mission. Reason for its existence

Types of goals
Charles Perrow
Multiple Organizational goals 1. Output goals

Organizational goals 1. Official goals 2. Operative goals 3. Operational goals

2. System goals
3. Derived goals 4. Product goals

Henry Minztberg
Organizational goals

Formal goals Ideological goals Shared personal goals System goals

Goal Setting Theory

Goal setting is the process of motivating employees and clarifying role perception by establishing performance objectives. Goal setting is essentially linked to task performance

Decide on effort and time to be invested.

Lockes Goal setting theory.

Lockes goal setting theory

Values and value judgments
Satisfaction & further motivation

Emotions and Desires

Intentions or GOALS

Consequences, feedback or reinforcement Frustration & lower motivation

Responses, Action and performance

Goal setting mechanisms

Mechanism Direct Attention Description Goals direct attention to behaviours that will accomplish the goal and away from the behaviours that will not achieve the goal. Inspiration to put out a certain amount of effort based upon the difficulty of achieving one's goal.

Energizing

Task The amount of time spent on the behavior to achieve Persistence a goal. Effective Strategies In wanting to achieve a goal the individual seeks out different ways to achieve it.

Principles of Goal Setting

Clarity Challenge

Commitment

Task complexity

Feedback

Functions of Goal setting

High Difficult goals

1. Goal difficulty level VS Task performance

Task Performance

2. Three important behavioral aspects are: Employee participation supervisory commitment useful performance feedback.

Low

Easy goals

low

Goal level

High

Functions of Goal setting

Reducing role stress, conflict and ambiguity
clarify task-role expectations important sources : supervisors, coworkers, employees attributable to improved communication.

Improve the accuracy and validity of performance evaluation.

Management by objectives-MBO MBO- a goal setting program based on interaction and negotiation between employees and managers

GOAL ALIGNMENT
Process of aligning the individual goals with that of the organisation. Critical for the success of a organisation. Two parts in goal alignment - People from top to bottom work for the achievement of the same set of goals - People should understand how their own individual contributions (job responsibilities) contribute to the attainment of organizational goals.
BENEFITS of Goal Alignment

Improves and Accelerates Operational Execution Quick strategy execution Creates ownership in the organizations success

GOAL COMMITTMENT
Ones attachment to or determination to reach a goal, regardless of the goals origin. Goal commitment significantly affects the goal achievement. Commitment tends to be high when the goals are specific. Goal commitment is dependent on - Importance of expected outcomes - Self efficacy - Commitment to others

Fostering Goal Commitment

Incentives Peer and group pressure Success expectations Providing feedback on short-term objectives, helps to sustain commitment to a goal

How to Set Goals (F.R.A.M.E. of mind)

FANTASIZE

EVALUATION

REALITY

METHOD

AIM

5 Qualities of Effective Goals S.M.A.R.T

S

SPECIFIC

MEASURABLE
ACTION ORIENTED REALISTIC TIMEBOUND EVALUATED REVIEWED

While setting Goals, you should

Have commitment

Be flexible

Own the goals

Be positive

Be rewarding

Steps Toward Setting Effective Goals

Set longterm, intermediate, and shortterm goals.

Identify possible strategies or objectives to reach each goal

Select the best strategies

Outline specific plans to accomplish each strategy

Also
Goals must be written
AN UNWRITTEN WANT IS A WISH, A DREAM, A NEVER HAPPEN. THE DAY YOU PUT YOUR GOAL IN WRITING IS THE DAY IT BECOMES A COMMITMENT THAT WILL CHANGE YOUR LIFE. ARE YOU READY?" - TOM HOPKINS

Goals must be Visualized

Equity Theory
John Stacey Adams, a workplace and behavioral psychologist, put forward his Equity Theory on job motivation in 1963.

The Give and Take Relationship: Identified by Adams as input-outcome relationship, the give-and-take ratio is the pivotal aspect of this theory. It is in trying to balance the perceived give against the expected take that this theory comes into play.

Reference Points and Comparisons: Give-and-take alone is not what sets the wheels of equity into motion. There has to be a reference to others and a comparison of the ratio of give-and-take of oneself with others who are working under same conditions, giving proportionate, if not same, input.

Relative Theory:
Individual Others

efforts skills Hard work etc., skills

efforts

(COMPARISON)

Hard work etc.,

Salary &
various benefits

Salary &

various benefits

Equity
Expected Individual Outcome Perceived Individual Input

Relational Individual's Outcome Relational Individual's Input

INEQUITY
Expected Individual Outcome Perceived Individual Input

Motivating factors that strives among the employees to restore equity

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Relational Individual's Outcome Relational Individual's Input

Expected Individual Outcome Perceived Individual Input

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Relational Individual's Outcome Relational Individual's Input

Equilibrium in the individual input-output ratio

Complacence A senior staff at an organization may be initially satisfied with more pay. It becomes a "taken for granted" situation where an employee, who feels he is getting more than he is putting in and becomes complacent.

Burn-Out On the other hand, an employee who feels he/she is overcompensated may increase his/her work efforts to live up to the standards, which he/she feels, have been set by the (perceived) high compensation. This may result in a employee ending up in unbalancing his/her professional and personal life.