goal setting: theory, research and practical applications robertson cooper ltd nick hayter
TRANSCRIPT
Goal Setting:Theory, research and practical applications
Robertson Cooper LtdNick Hayter
Robertson Cooper
• Founded by Professors Cary Cooper & Ivan Robertson
• Evidence-based products that help organisations in managing well-being, engagement and resilience in a strategic and systematic way
• Flexible, partnership approach in working with clients to build capability inside their businesses
Pressure and Performance
Resilient Teams:When there’s little you can do about some of the pressures draining well-being, you can still top up the reservoir in other ways
GoalsA goal is the object or aim of an action, for example, to attain a specific standard of proficiency, usually within a specified time limit(Locke & Latham, 2002)
Goals indicate and give direction to an employee about what needs to be done and how much effort is required to be put in
Goal Setting TheoryGoal setting is essentially linked to task performance:
“We found a positive, linear function in that the highest or most difficult goals produced the highest levels of effort and performance. Goal difficulty effect sizes in meta-analyses ranged from .52 to .82” (Locke & Latham, 1990)
“Performance levelled off or decreased only when the limits of ability were reached or when commitment to a highly difficult goal lapsed” (Erez & Zidon, 1984)
“Specific, difficult goals consistently led to higher performance than urging people to do their best. In short, when people are asked to do their best, they do not do so” (Locke, 2002)
Goal Setting TheoryDiscuss:
Why do goals improve task performance?
Goal Setting TheoryPractical importance: The four mechanisms1.Goals serve a directive function; they direct attention and effort toward goal-relevant activities and away from goal-irrelevant activities2.Goals have an energizing function; high goals lead to greater effort than low goals3.Goals affect persistence; when allowed to control time spent on a task, hard goals prolong effort4.Goals affect action indirectly by leading to the arousal, discovery, and/or use of task-relevant knowledge and strategies
Goal Setting TheoryModerators of effectiveness
1. Task Complexity 2. Feedback
3. Goal Commitment
Discuss:What impacts commitment towards goals?
“The most beautiful fate, the most wonderful good fortune that can happen to any human being, is to be paid for doing that which he passionately loves to do.”
Abraham Maslow
i-resilience : Key Components of personal resilience
Challenge & Mastery
Using Goals: Setting objectives
SMART
PECIFIC
EASURABLE
GREED / ACHIEVABLEELEVANT
IME-LIMITED
Using GoalsDiscuss:
How are goals (and appraisals) used in your organisation?
Setting goals: Appraisals• Periodic formal meeting between manager & staff• Aims:
– Improving performance– Assessing achievements against objectives– Reviewing levels of competence– Developing the employees skills and career– Setting fresh objectives
• In most cases, appraisers need to assess:– Results – What the individual achieved against objectives– Competence – How they achieved (or partially achieved) their
objectives; the personal capabilities and behaviours they demonstrated
Different types of objectives
• Achievement objectives– Intended to raise performance in line with business objectives– Can also arise from the individual’s development needs
• Maintenance objectives– Aim to maintain current levels of effectiveness– Especially relevant to roles which involve routine activities
Remember: Balance strengths with development needs!
Linking individual objectives to organisational goals
• Performance appraisal has a central role to play in performance management
• An appraisal is the vehicle by which organisational goals are translated into individual objectives
• When setting individual objectives, be sure that they are consistent with the objectives of the team/division
Linking individual objectives to organisational goals
Organisational goalTo enhance revenue stream by broadening customer base
Team goalTo increase market penetration in SMEs and achieve 20% growth in sales in this sector by year
end
Individual objectivesClare will:
1) Spend two days per week on sales calls to SMEs within her region2) Achieve £150K sales of PCLX systems and associated software to these clients within the next
nine months
Examining Evidence of Achievement
• To assess how well an objective has been met requires an examination of the supporting evidence
• If objectives are SMART, this should be relatively easy
• When an objective has only been partially fulfilled, the appraiser needs to uncover:
– Why the shortfall occurred
– How much control the appraisee had in achieving the objective
• Important to review the objectives regularly – to spot problems, discuss solutions and check appropriateness
Assessing Competencies• There is a need to assess how the appraisee performs in their job;
what skills and behaviours they have demonstrated in working towards their goals
• Competencies are a linked set of characteristics and behaviours that enable a person to perform at a high level
• Examples:– Quality Focus; Teamworking; Decision taking
• The strength in using competencies is that you analyse the performance of each person against a clear standard
• Assessments need to be based on examples of evidence; focuses attention on where skills can be improved
• Avoid bias; needs to fair and needs to assess performance
Pressure and Performance
The Leadership Impact model
Leadership Impact
Leadership Impact
