1 Theory. A set of assumptions, propositions, or accepted facts that
attempts to provide a
plausible or
rational explanation of cause-and-effect (causal) relationships among a group
of observed phenomenon., The word's origin (from
the Greek thanes, a spectator), stresses the fact that all theories are mental models of the perceived
reality.
Goal. An observable and measurable end result having one or
more objectives to be achieved within
a more or less fixed time frame.
2. Goal
Setting. Motivational technique based on
the concept that the practice of setting specific goals enhances performance, and that setting difficult
goals results in higher performance than
setting easier goals.
3. Important Features of Goal Setting
The important features of goal-setting theory
are as follows:
a.
The willingness to work towards attainment of goal is main
source of job motivation. Clear, particular and
difficult goals are greater motivating factors than easy, general and vague goals.
b.
Specific, and clear goals lead to greater output and
better performance. Unambiguous,
measurable and clear goals accompanied by a deadline for completion avoids misunderstanding.
c.
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 next goal. The more challenging the goal, the greater is
the reward generally and the more is
the passion for achieving it.
d.
Employees' participation in goal is not always desirable.
e.
Participation of setting goal, however,
makes goal more acceptable and leads to more involvement.
4. Advantages of Goal Setting Theory:
a.
Goal setting theory is a technique used to raise
incentives for employees to complete work
quickly and effectively.
b.
Goal setting leads to better performance by increasing
motivation and efforts.
5 Limitations of Goal Setting Theory:
a.
A. times, the organizational goals are in conflict with
the managerial goals. Goal conflict
has a detrimental effect on the performance if it motivates incompatible action drift.
b.
Very difficult and complex goals stimulate riskier
behavior.
c. If the employee lacks skills and competencies to
perform actions essential for goal, then the goal-setting can fail and lead to
undermining of performance.
d. There is no evidence to prove that goal-setting
improves job satisfaction.
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