3

2
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Goal Setting Theory of

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TEORI-TEORI MOTIVASI
There have been many theories of motivation proposed for motivating people, both on personal as well as
professional front. These theories can be categorized into two types:
Ada banyak teori motivasi yang diajukan untuk memotivasi orang, baik secara pribadi maupun profesional.
Teori-teori ini dapat dikategorikan menjadi dua jenis:

Let’s look at each in detail.

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Early Theories of Motivation

The following are the ‘Early Theories of

Motivation’:

• Maslow‘s Hierarchy of Needs Theory

• Theory X and Theory Y
• Two-factor Theory
• Herzberg's Theory of Factors
• McClelland’s Theory of Needs

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Contemporary Theories of Motivation

The following are the ‘Contemporary Theories

of Motivation’:

• Self-Determination Theory Penentuan diri

• Goal-Setting Theory penetapan tujuan
• Self-Efficacy Theory keyakinan dalam diri
• Reinforcement Theory Pengukuhan
• Equity Theory/Organizational Justice
• Expectancy Theory Harapan

Contemporary -= kekinian

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What is the Goal Setting Theory of Motivation
• Periode 1960an, Edwin Locke mengembangkan Goal-setting
Theory of Motivation atas dasar lebih dari 1000 riset

• ‘Goal Setting’ pada dasarnya adalah dan untuk ‘Task

Performance’. (keahlian individu dalam pelaksanaan tugas
Kinerja)

• Untuk mendapatkan better/higher tasK performance

dibutuhkan specific & challenging goals serta umpan balik
yang sesuai

• Goals menggambarkan arah kemana karyawan harus

melakukan sesuatau dan upaya yang harus dibangun untuk
itu

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.

Features of Goal Setting Theory fungsi, kemampuan, desain karakteristik

The willingness to work towards attainment of goals is one of the main sources of job motivation. Kesediaan untuk
bekerja menuju pencapaian tujuan adalah salah satu sumber utama motivasi kerja

Clear, particular and difficult goals are greater motivating factors than easy, general and vague goals. Tujuan yang jelas,
khusus, dan sulit adalah faktor motivasi yang lebih besar daripada tujuan yang mudah, umum, dan tidak jelas

Specific and clear goals lead to greater output and better performance. Sasaran yang spesifik dan jelas
menghasilkan keluaran yang lebih besar dan kinerja yang lebih baik
Goals should be realistic and challenging. This gives an individual a feeling of pride and triumph when he
attains them and sets him up for attainment of the next goal. Tujuan harus realistis dan menantang. Ini
memberikan individu perasaan bangga dan kemenangan ketika dia mencapainya dan membuatnya siap
untuk mencapai tujuan berikutnya

Misunderstanding should be avoided by setting unambiguous, measurable and clear goals accompanied by a
deadline for completion for each goal. Kesalahpahaman harus dihindari dengan menetapkan tujuan yang
tidak ambigu, terukur dan jelas disertai dengan tenggat waktu penyelesaian untuk setiap tujuan

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Features of Goal Setting Theory
The more challenging the goal, generally the greater is the reward and the more is the passion for achieving
it. Semakin menantang tujuan, umumnya semakin besar imbalannya dan semakin besar semangat untuk
mencapainya
Better and appropriate feedback of results directs the employee behavior and contributes to higher performance than absence of
feedback. Umpan balik hasil yang lebih baik dan tepat mengarahkan perilaku karyawan dan berkontribusi pada kinerja yang lebih tinggi
daripada tidak adanya umpan balik

For an employee, feedback serves as a means of gaining reputation, getting clarifications and regulating goal difficulties.
Bagi seorang karyawan, umpan balik berfungsi sebagai sarana untuk mendapatkan reputasi, mendapatkan klarifikasi, dan
mengatur kesulitan tujuan
Feedback also helps employees to work with more involvement and leads to greater job satisfaction. Umpan balik juga membantu
karyawan untuk bekerja dengan lebih banyak keterlibatan dan mengarah pada kepuasan kerja yang lebih besar

Employees’ participation in goal is not always desirable. Partisipasi karyawan dalam tujuan tidak selalu
diinginkan
Participation of setting goal, however, makes goal more acceptable and leads to more involvement.
Partisipasi dalam menetapkan tujuan, bagaimanapun, membuat tujuan lebih dapat diterima dan mengarah pada
lebih banyak keterlibatan
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Contingencies of Goal Setting Theory (kemungkinan2 terjadi)

12
Goal setting theory has certain eventualities or contingencies such as follows: Teori penetapan tujuan memiliki kemungkinan
atau kemungkinan tertentu seperti berikut

Self-efficiency
Goal
Commitment

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.

1
• Self-efficiency is the individual’s self-confidence and faith that
Self-efficiency he has potential of performing the task. (Efisiensi diri
adalah keyakinan diri dan keyakinan individu bahwa ia
memiliki potensi untuk melakukan tugas)
• Higher is the level of self-efficiency, greater will be the efforts
put in by the individual when they face challenging tasks.
Semakin tinggi tingkat efisiensi diri, semakin besar upaya
yang dilakukan oleh individu ketika mereka menghadapi
tugas-tugas yang menantang
• While, lower is the level of self-efficiency, less will be the
efforts put in by the individual or he might even quit while
Self-efficiency meeting challenges. Sementara, semakin rendah tingkat
efisiensi diri, semakin sedikit upaya yang dilakukan oleh
individu atau dia bahkan mungkin berhenti saat
menghadapi tantangan

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.

2
• Goal setting theory assumes that the individual is committed to
Goal Commitment the goal and will not leave the goal. Teori penetapan tujuan
mengasumsikan bahwa individu berkomitmen pada tujuan dan
tidak akan meninggalkan tujuan
• The commitment to the goal is dependent on the following
factors: Komitmen terhadap tujuan tergantung pada faktor-
faktor berikut
o Goals are made open, known and broadcasted. Tujuan
dibuat terbuka, diketahui dan disiarkan
o Goals should be set by the individual himself rather than
designated. Tujuan harus ditetapkan oleh individu itu
sendiri daripada ditunjuk
Goal o The goals set by the individual should be consistent with
Commitment the organizational goals and vision. Tujuan yang
ditetapkan oleh individu harus konsisten dengan tujuan dan
visi organisasi

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Asumsi Goal Setting Theory
Asumsi 1: Motivasi dinyatakan sebuah proses

Asumsi 2: Setiap individu adalah cukup “kompeten”

untuk mencapai goals

Asumsi 3: Goals menciptakan daya motivasional untuk

mencapati kinerja yang lebih baik

Asumsi 4: The set goals and self-related processes adalah

saling terhubung dan penting untuk menciptakan kinerja

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 Penyelarasan

Goals and the Goal Setting Theory are greatly helpful

to an organization as they help in increasing
employee:
• Engagement - Keterikatan
• Accountability - Akuntabilitas
• Alignment - Penyelarasan
• Focus - fokus

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Principles of Goal Setting

• In 1990, D
r. Edwin L
Dr. Gary L ocke and
ath
published am joint
a book tit
“ Theory o led
f Goal Se
Task Perf tti
ormance ng &
”.
• In th
is book, t
the funda hey inclu
mental p ded
that lie b rinciples
ehind eff
setting. ective go
al

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Principles of Goal Setting
The following are the fundamental principles that lie behind effective goal
setting:

1 5
Clarity -
2 4 Feedback
Kejelasan

Challenge -
3 Commitment
Tantangan

Complexity
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 The best defined goals are ‘SMART’ goals which are:

Roll your mouse over

the icon, to learn
S Specific and clearly
more. M state the desired
results
A
Measurable in answering
R “how much”

T Attainable and not too tough or too

easy
Relevant to what’s to be achieved

Timely in reflecting deadlines and milestones

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 Locke-Latham Goal Setting Model
The basic premise of this model is that a goal serves as a motivator.
So, when a person sets a goal, the person tends to compare his
present performance with that required to achieve the goal. If the
person believes that he will fall short of a goal, he would feel
dissatisfied and work harder to attain the goal as long as he
believes that the goal can be achieved. Premis dasar model ini
adalah bahwa tujuan berfungsi sebagai motivator. Jadi, ketika
seseorang menetapkan tujuan, orang tersebut cenderung
membandingkan kinerjanya saat ini dengan yang diperlukan untuk
mencapai tujuan. Jika orang tersebut percaya bahwa dia akan gagal
mencapai suatu tujuan, dia akan merasa tidak puas dan bekerja lebih
keras untuk mencapai tujuan tersebut selama dia yakin bahwa tujuan
tersebut dapat dicapai.

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 Locke-Latham Goal Setting Model

Challenge Mediators Performance Rewards

•Goal Difficulty •Direction
•Goal Clarity •Effort
•Self Efficacy •Persistence Satisfaction Kepuasan
•Task Strategy

Moderators Consequences
konsekwensi
•Ability - Kemampuan
•Goal Commitment
•Feedback
•Task Complexity

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PROF. AGF
 Mekanisme description

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 Self-efficiency
Self-efficiency is the individual’s self- P
confidence and faith that he has
potential of performing the task E
Efisiensi diri adalah keyakinan diri
dan keyakinan individu bahwa ia R
memiliki potensi untuk melakukan Goals are made open, F
tugas known and broadcasted.
GOAL O
R
SETTING Dependent Goals should be set-self
by individual rather than M
THEORY on
designated A
Goal N
Individual’s set goals
commitment should be consistent with C
Goal setting theory assumes that the the organizational goals
individual is committed to the goal E
and will not leave the goal. Teori
and vision.
penetapan tujuan mengasumsikan bahwa
individu berkomitmen pada tujuan dan
tidak akan meninggalkan tujuan
 
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 Specific & clear
goal

GOAL GOAL
Realistic &
SETTING SETTING PERFORMANCE
Challenging goal
THEORY CLUE

Appropriate
feedback to goal

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 Components of Goal Setting Theory
Goal Difficulty
The extent to which a goal is challenging and requires effort
Goal Specificity
The clarity and precision of a goal
Goal Acceptance
The extent to which a person accepts a goal
Goal Commitment
The extent to which an individual is personally interested in reaching a goal

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1. ESENSI

The Goal-Setting Theory

Reference: Goal-Setting Motivational Technique That Works by Gary P. Latham et al. Reprinted from Organizational
Dynamics, Autumn, 1979, Latham et al: “The Goal-Setting Theory of Motivation” with permission from Elsevier Science

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Written by Aurel Brudan on February 25, 2010. Posted in Editorials, Organisational performance
PROF. AGF
Written by Aurel Brudan on February 25, 2010. Posted in Editorials, Organisational performance

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 MODEL GOAL SETTING THEORY

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BIDANG RISET
GOAL CLARITY & GOAL PERSISTENCE:1
GOAL ACHIEVEMENT:2, 17
GOAL DIFFICULTY:2, 3,6
EFFECTIVENESS OF SETTING TARGET BENEFIT-
EBS: 4, 14 GOAL STRUCTURE: 12
GOAL PERFORMANCE PRESSURE: 5
GOAL SPECIFICTY: 13
GOAL TYPE: 6, 15
GST GOAL STRUCTURE: 11
CAREER BARRIER: 7
Research GOAL RELATED TRAINING: 16
GOAL ACCEPTANCE: 8
PRESET GOAL: 17
GOAL SETTING PARTICIPTION: 9
INDIVIDUAL GOAL: 18
GOAL COMMITMENT: 9, 13, 19
ORGANIZATIONAL GOAL: 18
PERFORMANCE APPROACH GOAL: 11
PERFORMANCE AVOIDANCE GOAL: 11 GOAL CONFLICT: 19

MASTERY GOAL: 11 NET GOAL ATTAINMENT: 20

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GST RESEARCH MODEL 1

FOLLOWERSHI
P THEORY
Robert Kelley

Hu, S., Shen, X., Creed, P. A., & Hood, M. (2020). The relationship between meritocratic
beliefs and career outcomes: The moderating role of socioeconomic status. Journal of
Vocational Behavior, 116. doi:10.1016/j.jvb.2019.103370
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GST RESEARCH MODEL 2

FOLLOWERSHI
P THEORY
Robert Kelley

Gutt, D., von Rechenberg, T., & Kundisch, D. (2020). Goal

achievement, subsequent user effort and the moderating role of goal
difficulty. Journal of Business Research, 106, 277-287.
doi:10.1016/j.jbusres.2018.06.019
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GST RESEARCH MODEL 3

FOLLOWERSHI
P THEORY
Robert Kelley

Alessandri, G., Borgogni, L., Latham, G. P., Cepale, G., Theodorou, A., & De Longis, E.
(2020). Self-set goals improve academic performance through nonlinear effects on daily
study performance. Learning and Individual Differences, 77.
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GST RESEARCH MODEL 4

FOLLOWERSHI
P THEORY
Robert Kelley

A formal process for setting target benefits (FP)

Zwikael, O., & Meredith Jack, R. (2019). The role of organizational climate in setting
project goals. International Journal of Operations & Production Management, 39(12),
1281-1294. doi:10.1108/IJOPM-02-2019-0150
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GST RESEARCH MODEL 5

FOLLOWERSHI
P THEORY
Robert Kelley

Ye, Q., Wang, D., & Guo, W. (2019). Inclusive leadership and team innovation: The role of team
voice and performance pressure. European Management Journal, 37(4), 468-480.
doi:10.1016/j.emj.2019.01.006

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GST RESEARCH MODEL 6

FOLLOWERSHI
P THEORY
Robert Kelley

Welsh, D., Bush, J., Thiel, C., & Bonner, J. (2019). Reconceptualizing goal setting’s dark side: The ethical consequences of
learning versus outcome goals. Organizational Behavior and Human Decision Processes, 150, 14-27.
doi:10.1016/j.obhdp.2018.11.001
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GST RESEARCH MODEL 7

FOLLOWERSHI
P THEORY
Robert Kelley

Steiner, R. S., Hirschi, A., & Wang, M. (2019). Predictors of a protean career orientation
and vocational training enrollment in the post-school transition. Journal of Vocational
Behavior, 112, 216-228. doi:10.1016/j.jvb.2019.03.002
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GST RESEARCH MODEL 8

FOLLOWERSHI
P THEORY
Robert Kelley

Her, Y.-W., Shin, H., & Pae, S. (2019). A multigroup SEM analysis of moderating role of
task uncertainty on budgetary participation-performance relationship: Evidence from
Korea. Asia Pacific Management Review, 24(2), 140-153.
PROF. AGF doi:10.1016/j.apmrv.2018.02.001
GST RESEARCH MODEL 9

FOLLOWERSHI
P THEORY
Robert Kelley

Sholihin, M., Pike, R., Mangena, M., & Li, J. (2011). Goal-setting participation
and goal commitment: Examining the mediating roles of procedural fairness
and interpersonal trust in a UK financial services organisation. The British
Accounting Review, 43(2), 135-146. doi:10.1016/j.bar.2011.02.003
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GST RESEARCH MODEL 10

FOLLOWERSHI
P THEORY
Robert Kelley

PROF. AGF
GST RESEARCH MODEL 11

FOLLOWERSHI
P THEORY
Robert Kelley

Wang, L., & Yan, F. (2018). Emotion regulation strategy mediates the
relationship between goal orientation and job search behavior among
university seniors. Journal of Vocational Behavior.
doi:10.1016/j.jvb.2018.05.011
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GST RESEARCH MODEL 12

FOLLOWERSHI
P THEORY
Robert Kelley

Welsh, D. T., & Ordóñez, L. D. (2014). The dark side of consecutive high performance goals: Linking goal setting,
depletion, and unethical behavior. Organizational Behavior and Human Decision Processes, 123(2), 79-
89. doi:10.1016/j.obhdp.2013.07.006

PROF. AGF
GST RESEARCH MODEL 13

FOLLOWERSHI
P THEORY
Robert Kelley

Chang, J. Y. T., Jiang, J. J., Klein, G., & Wang, E. T. G. (2019). Enterprise system
programs: Goal setting and cooperation in the integration team. Information
& Management, 56(6). doi:10.1016/j.im.2018.12.005

PROF. AGF
GST RESEARCH MODEL 14
Second Order Construct of EBS

Specificity

Effective Target
Attainability
Benefit

Comprehen
siveness Zwikael, O., Chih, Y.-Y., & Meredith, J. R. (2018). Project benefit management: Setting effective
target benefits. International Journal of Project Management, 36(4), 650-658.
doi:10.1016/j.ijproman.2018.01.002

PROF. AGF
GST RESEARCH MODEL 15

FOLLOWERSHI
P THEORY
Robert Kelley

Stamatogiannakis, A., Chattopadhyay, A., & Chakravarti, D. (2018). Attainment versus maintenance goals: Perceived
difficulty and impact on goal choice. Organizational Behavior and Human Decision Processes, 149, 17-34.
doi:10.1016/j.obhdp.2018.09.002 PROF. AGF
GST RESEARCH MODEL 16

FOLLOWERSHI
P THEORY
Robert Kelley

Shen, J., & Tang, C. (2018). How does training improve customer service
quality? The roles of transfer of training and job satisfaction. European
Management Journal, 36(6), 708-716. doi:10.1016/j.emj.2018.02.002

PROF. AGF
GST RESEARCH MODEL 17

FOLLOWERSHI
P THEORY
Robert Kelley

Kumar, V., Goreczny, A., & Maurer, T. (2018). What drives a salesperson’s goal
achievement? An empirical examination. Journal of Business & Industrial
Marketing, 33(1), 3-18. doi:10.1108/JBIM-06-2017-0128

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GST RESEARCH MODEL 18

FOLLOWERSHI
P THEORY
Robert Kelley

Dartey-Baah, K. (2016). Goal integration through transformational leadership: A panacea to Ghana’s public sector
corruption menace. Journal of Global Responsibility, 7(1), 4-25. doi:10.1108/JGR-09-2015-0019

PROF. AGF
 GST RESEARCH MODEL 19

FOLLOWERSHI
P THEORY
Robert Kelley

Bipp, T., & Kleingeld, A. (2011). Goal‐setting in practice: The effects of personality and perceptions of
the goal‐setting process on job satisfaction and goal commitment. Personnel Review, 40(3), 306-323.
doi:10.1108/00483481111118630

PROF. AGF
GST RESEARCH MODEL 20

FOLLOWERSHI
P THEORY
Robert Kelley

Reinig, B. A. (2003). Toward an Understanding of Satisfaction with the Process and Outcomes of
Teamwork. Journal of Management Information Systems, 19(4), 65-83. Retrieved from
www.jstor.org/stable/40398606
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