Goal Setting and Orientation

Goal specificity

-A goal must be specific and measurable -It should answer the who, what, where, when, why, and how of the expectations of the goal -Provides an external referent to gauge progress -Removing ambiguity allows one to focus on precise actions and behaviors related to the goal

Characteristics of effective goals

-Acceptable goals (attainable) -Specific, not vague (measurable) -Challenging/ difficult goals -Accompanied by feedback and self-efficacy

What is the source of motivation according to goal setting theory?

The source of motivation is the desire and intention to reach a goal

Commitment

The strength of attachment or desire to reach the goal

Feedback

-Necessary in order for goals to remain effective and retain commitment -Allows for people to spot any weaknesses in their current goals, which allows for modifications

Management by Objectives (MBO)

-An approach to systematically align both employees' goals and the goals of the org -Ensures that everyone is clear about what they are doing and why it is beneficial to the org -Regular feedback meetings should be held to reassess progress toward goals

Tips for accepting feedback

-Assume the feedback is intended to be helpful, not hurtful (do not project or assume negative emotions or intentions) -Ask for clarification if you do not understand the advice/critique -Offer an explanation for your behavior ONLY if you feel it is helpful or necessary -Do NOT become defensive in words or body language -Be thankful for the feedback -Empower yourself to improve

How can unethical behavior be prevented?

-By setting attainable goals -By focusing on the means rather than the ends -By offering progressive rewards toward goal attainment

Additional benefits of goal setting

-Can be applied at any level (individual to organizational) -Facilitates the use of knowledge and strategic thinking -Induces higher goal setting -Positive attitude shift

Unethical behavior can result from what?

-Can result from goals that are too challenging -Can result from rewards for achieving a goal

Major factors that affect the effectiveness of goals on performance

-Commitment -Nature of tasks -Goal orientation -Accountability

Goal setting theory

-Created by Locke and Latham in 1990 -Describes the characteristics of effective goals -Based on the premise that much human action is purposeful and directed by conscious goals

Tunnel vision leads to what?

-Escalation of commitment -A decrease in the likelihood that an employee will perform OCBs

Feedback giving tips

-Give some positive feedback (praise-criticism-praise sandwich) -Minimize criticism- do not exaggerate -Be specific! Focus on behaviors not personal traits . . . -Communicate specific samples of behaviors in question -Focus on constructive solutions and help establish future goals -Ask for one' self-assessment and input -Stretch negative feedback over multiple goal-setting sessions -Help establish a shared understanding of standards/expectations and a definition of good and bad performances -Give feedback in private settings

Acceptable goals

-Goal acceptance/goal commitment -Importance (of expected outcomes) and self-efficacy (perceived attainability) enhance goal commitment by the individual

Summary

-Goal theory is one of the best-supported ideas in IO psychology -Goals are central to motivation -The TYPE of goal matters -In today's workplace, specific goals may be less relevant

Nature of tasks

-Goals should be specific rather than ambiguous -Multiple goals may conflict with one another and reduce performance

Feedback- at about halfway to the goal . . .

-If a person has not or is not meeting a goal for the halfway mark, feedback will decrease the motivation and performance of that person -If a person has met their goal for the halfway mark, feedback will increase the motivation and performance of that person

Enhancing commitment

-Increase "expectancy"/self-efficacy by training to ensure the goal seems attainable -Increase "instrumentality" -Increase competition

Someone with a learning orientation in more likely to feel what in the face of failure?

-Motivated -A sense of energy/ excitement

Without feedback . . .

-People are unaware of their progression or regression -It becomes difficult to gauge the level of effort required to pursue the goal effectively

Are public or private goals better?

-Private goals are better for personal goals (losing weight, quitting smoking, etc.) -Public goals are better for assigned goals (organizational work in teams (provides accountability) and academic work)

Strategic planning cycle

-Set goals by considering desired outcomes -Set strategies using the SMART method and determine measures (& targets) -Collect results -Restart with step 1 (continuous)

Goal

-Something a person tries to attain, achieve, or accomplish -The target of intentional action -Examples: levels of performance, sales quota, completion by deadline, and obtaining a degree

Learning/ mastery orientation

-Suggests a need to learn (cognition) -Challenge/ excitement (affect-emotion) -High persistence (behavior)

Performance orientation

-Suggests low ability (cognition) -Disappointment/ discouragement (affect-emotion) -Low persistence (behavior)

Goal orientation

-The approach one takes toward meeting goals -Example: performance versus learning/mastery orientation- reflected in individual differences in reaction to failure

The acceptance of negative feedback depends on what?

-Timing -When giving feedback, the halfway point is critical

The dark side of goals

-Tunnel vision -Unethical behaviors -Best for simple tasks -Law diminishing returns

Strategic planning questions

1. Goals -Where do we wants to go 2. Desired outcomes -How do we get there? 3. Strategies -How do we measure success? 4. Measures and Targets -How did we do? 5. Results -How can we improve? 1. Goals

Instrumentality

A person's expectations that the reward he or she will receive is closely tied to his or her level of performance

Expectancy

An individual's perception that effort is positively correlated with level of performance

SMART method- A

Assignable -Who? -Goals must be assignable to individuals or groups -May also be 'achievable' or 'attainable'

What are the 4 goal mechanisms?

By providing/changing: -Direction (focus/attention) -Intensity (energy) -Persistence (maintenance) -Strategy

What happens when goals are set too low?

Easy goals can easily be achieved, therefore there is no incentive to increase performance

MBO is an essential collaboration of . . .

Employees and managers to actively participate in the goal-setting process and the "how to" of reaching their goals

Locke and Latham found a linear relationship between what three things?

Goal difficulty, level of performance, and effort involved

Mechanism: direct attention

Goals direct attention to behaviors that will accomplish the goal and away from the behaviors that will not achieve the goal

Goal difficulty

Goals should be set high enough to encourage high performance but low enough to be attainable (moderately difficult)

Mechanism: effective strategies

In wanting to achieve a goal, the individual seeks out different ways to achieve it

Competition

Increases "valence" of goal completion

MBO: what is important about individual goals?

Individual goals should align with the department, division, and overall organizational goals

Goal mechanisms

Inputs that affect performance by increasing motivation to reach set goals

Mechanism: energizing

Inspiration to put out a certain amount of effort based upon the difficulty of achieving one's goal

Question: Ted says his goals have given him new energy to tackle weight loss. Which mechanism does this refer to?

Intensity

SMART method- M

Measurable -From and to? -A measurement gives feedback and lets one know when the goal is complete

At the center of the strategic planning cycle is what?

The mission of the organization

Accountability

Public goals provide an immediate reinforcement however, the reinforcement benefit quickly goes away along with effort

SMART method- R

Realistic -Feasible? -Realistic goals are challenging yet attainable within the given timeframe

What happens when goals are set too high?

Setting goals that are too high not only jeopardizes motivation and commitment but also can create a culture of corruption, dishonesty, and cutting corners

Similar to goals, feedback must also be _______

Specific

SMART method- S

Specific -What, where, and how? -A specific goal is distinct, defines as much of the goal as possible, and contains no ambiguous language

Question: In the online assignment, you were asked to provide evidence of your progress. This fits which characteristics?

Specific (process of measuring it) and feedback (can look at it and see progress made)

Mechanism: task persistence

The amount of time spent on the behavior to achieve a goal

Self-efficacy

The belief that one can attain their goal

Valence

The degree to which an individual values a particular reward (usually extrinsic)

SMART method- T

Time-based (time-related) -When? -Time frame must be aggressive yet realistic

Goals should be made using what method?

Using the SMART method (ensures that goals are effective in increasing motivation to increase efforts)

Escalation of commitment

When an employee is so focused/committed to completing a goal that they fail to realize that they should change their goal

Tunnel vision

When employees focus so intensely on their goals that they ignore the other aspects of their job

Feedback: effort and productivity will increase when?

When performance falls short of goal achievement

Law of diminishing returns

When too many goals are set and the individual can not give them all the attention they need in order to be achieved