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Goals plus feedback is a recommended approach. Goals tell people about performance standards and expectations so that they can channel their efforts accordingly. Feedback provides the information needed to adjust directions, effort, and strategies for goal achievement. 3.Participative goals, assigned goals, and self-set goals are equally effective.Employee’s preference for participation should be considered when picking a method of setting the goals. Some employees desire to participate in the process of setting goals whereas others do not. Employees are also more likely to respond positively to participating in the process of goal setting when they have greater task information, higher levels of experience and training, and greater levels of task involvement. Finally, participative approach stimulates information exchange, which in turn results in the developing of more effective task strategies and higher self-efficacy.
4.Action planning facilitates goal accomplishment.Action plan outlines the a activities and tasks that need to be accomplished in order to obtain a goal. They can also include dates associated with completing each task, resources needed, and obstacles that must be overcome. Managers can use action plans to have perfomance discussions with employees, while employees can use action plans to monitor their success toward goal achievement. Managers are encouraged to allow employees to develop their own action plans because this autonomy fuels higher goal commitment And a sense of doing a meaningful work.5.Goal commitment and monetary incentives affect goal-setting outcomes.Goal commitment is the extent to which an individual is personally committed to achieving a goal. Goal commitment moderates the relationships between the difficulty ofa goal and performance. That is, difficult goals lead to higher performance only when employees are committed to their goals. People are more committed to difficult goals when they have high self-efficacy about successfully accomplishing them. Like goal setting, use of monetary incentives to motivate employees is seldom questioned. However, there are some negative consequences when gaol achievement is linked directly to monetary incentives. Pay should not be linked to goal achievement, unless:1.Performance goals are under employee’s control2.Goals are quantitative and measurable3.Frequent payments are made for performance achievement. Goal based Incentive systems are more likely to produce undesirable effects if these three conditions are not satisfied. SMART GOALS SPECIFIC – goals should be stated in précises rather than vague termsMEASURABLE – a measurement device is needed to measure the effect to which a goal is accomplished. It is also critical to consider the quality aspect of the goal when establishing measurement criteria.
ATTAINABLE – goals should be realistic, challenging, and attainable. Impossible goals reduce motivation because people do not like to failRESULTS ORIENTED – corporate goals should focus on desired end results that supports the organization’s vision. In turn, individuals’ goals should directly support the accomplishing of organizational goals. TIME BOUND – Goals specify target dates for completion.