- Goals increase persistence.Persistence represents the effort spent on a task over
time. When people keep goals in mind, they will work hard on them, even in
the face of obstacles.
- Goals encourage the development of strategies and action plans.Once goals are set,
individuals can develop plans for achieving those goals. For instance, a goal to
become more fit may include plans to join a gym, workout with friends, and
change eating habits.
In order for goals to be effective, they should be “SMART.” SMART stands for
- Specific: Individuals know exactly what is to be achieved.
- Measurable: The goals proposed can be tracked and reviewed.
- Attainable: The goals, even if difficult, are reasonable and achievable.
- Results-oriented: The goals should support the vision of the organization.
- Time-bound: The goals are to be achieved within a stated time.
Employees can respond quite positively to frequent goal-setting, as OB in the Workplace
shows.
Chapter 4Motivating Self and Others 117
Replicon
http://www.replicon.com
Regulating effort
Increasing persistence
Encouraging the development
of strategies and action plans
Task
performance
Directing attention
Goals
motivate
by...
EXHIBIT 4-7 Locke’s Model of Goal Setting
Source:Adapted from E. A. Locke and G. P. Latham, A Theory of Goal Setting and Task Performance
(Englewood Cliffs, NJ: Prentice Hall, 1980). Reprinted with permission of Edwin A. Locke.
OB IN THE WORKPLACE
Employees Hold Meetings to Achieve Goals
Will employees police themselves to meet goals? Raj Narayanaswamy, CEO of Calgary-
based Replicon, which develops time-management software, thinks so.^34 He offered his
employees a deal in the last quarter of 1998. His employees wanted him to close the
office over Christmas holidays. He wanted to make sure all of his shipments got out on
time. “Meet these goals before then, and we will think about it,” he told them.
To achieve this goal, the employees developed a plan, and scheduled daily 10-
minute meetings to make sure everything stayed on track. They ended up surpassing
their goal, and getting the vacation days they wanted.
Narayanaswamy has encouraged his employees to set departmental and personal
goals to increase revenue and solve problems each quarter ever since. He rewards
them with trips and events when goals are met. The employees continue to hold
daily meetings to assess how well the goals are being met, and Narayanaswamy
thinks the “cringe factor” motivates individuals. “It’s difficult for someone to attend
a daily meeting and say every day, ‘I didn’t get it done,’” he points out. Because the
employees set the goals, they are also more likely to work hard to achieve them.
