Goal Setting

Objectives

• Describe the benefits of goal-setting• Explain the difference between goals and

objectives• List the criteria for good goals• Explain the 4 steps of the goal setting process• Detail the relationship between goals and

performance• Explain the benefits of mutually-set goals

Benefits of Goal Setting

• Provides a tool for assessment– Encourages objective appraisals

• Improves employee performance– Sense of accomplishment– Increased employee morale

• Provides direction

Goals vs. Objectives...

• Goals– Organization goals provide framework– Provide guidelines for departments

• Set objectives within this framework

• Objectives – More specific– “What by when” statements

OverarchingGoals

(Aspirations)

SuperordinateGoals

(Motives)

PersonalPractices

Performance

Effort

Response to Supervision

Scripts•Follower Behavior•Self-Messages•Corporate Lore

Personal Practices

How Aspirations Become Translated into Performance

Mission

Vision

Values

Departmental Goals

Work-Group Goals

Individual Goals

Monit or

Feedback

Rew

ard

Set

Getting Started...• Discuss purpose of goal setting

– i.e. Company wide changes• Explain the process

– Employee & manager establish goals– Create mutual goals

• Explain how goals will be used• Provide examples of goals for employee

SMARTER Goals

• Specific• Measurable• Achievable• Relevant• Timely• Effective• Reinforcing

Specific

• Uses specific terms rather than vague, abstract ones– Inappropriate: Employees will be empowered– Appropriate: Employees will be authorized to

make more decisions

Measurable

• Includes some method for objectively measuring their achievement– Inappropriate: Consumers will be delighted– Appropriate: We will receive at least 12

unsolicited testimonials from our consumers expressing positive reactions to our services

Achievable

• Is challenging but realistic– Inappropriate: All consumers will be seen by

a counselor within 2 days of intake– Appropriate: Seventy-five percent of

consumers will be seen by a counselor within 2 months of intake

Relevant

• Follows the business strategy of the organization and unit– Organization goal: Increase competitive

placements by 30 percent– Inappropriate: Increase competitive

placements by 5 percent– Appropriate: Increase competitive placements

by 30 percent

Timely

• Specifies a time period (short-, medium-, or long-term)– Inappropriate: Reduce the size of the waiting

list by 10% – Appropriate: Reduce the size of the waiting

list by 10% during the first two quarters

Effective

• Focuses on critical factors and avoids trivial ones– Inappropriate: Use fewer paperclips– Appropriate: Fully implement agency policy

on consumer choice by the end of the year

Reinforcing• Subsequent goals in a list reinforce previous goals,

and do not contradict them– First goal on a list: Reduce the amount of paperwork in the

department– Inappropriate second goal: The paperwork reduction

committee will distribute copies of its final report to all employees.

– Appropriate second goal: The paperwork reduction committee will post a one-page summary of its final report on the notice board, and put the full text on the company intranet.

Activity

Generating Goals...• Meet to discuss goals

– Let employee go first– Provide positive

reinforcement for goals• Establish a combined

set of goals– Increases success of

obtaining goals

Monitoring the Process...

• Joint agreement– Measuring & monitoring progress

• e.g., “review placements every 2 weeks and compare to target placement figures”

• Assess progress toward reaching goal– Make any necessary adjustments

Goal Setting...

• Create the need• Introduce the process• Generate goals• Measure & monitor

The effort will pay off!!!

Dangers of Goal-Setting

• Goals can be counterproductive, demoralizing, and can engender hostility if they are not– Specific– Realistic– Mutually determined

Source: Dangot-Simpkin, G. (1993, April). The dangers of goal-setting. Supervisory Management, p. 3.

Performance

Goal DifficultyEasy

Moderate

Difficult

Low

High

The relationship between goal difficulty and performance is curvilinear

Employee and Managerial Input in Goal Setting

Employee Input?No Yes

No No goals Self-setgoalsManager

Input?Yes Assigned

goalsInteractive

goals