It shows that specific goals increase performance

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The evidence strongly supports the value of goals. It shows that specific goals increase performance; that difficult goals, when accepted, result in higher performance than do easy goals; and that feedbacks lead to higher performance than does non feedback. Manager need to consider the following: Specific hard goals produce a higher level of output that does the generalized goal of “do your best”. The specificity of the goals itself acts as an internal stimulus. The more difficult the goals; the higher the level of performance. However, it’s logical to assume that easier goals are more likely to be accepted. But once an employee accepts a hard task, he or she will exert a high level of effort until it is achieved, lowered, or abandoned. People will do better when they get feedback on how well they are progressing toward their goals because feedback helps to identify discrepancies between what they have done and what they want to do, that is, feedback acts to guide behavior. Goal setting theory presupposes that an individual is committed to the goals, that is, is determined not to lower or abandon the goal when: I. The goal is made public II. The individual has an individual locus of control III. The goal is self-set rather than assigned
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