Goals are defined as
- measurable proof that significant progress is being made toward fulfilling some important purpose by a set deadline.
- how complicated the information and actions involved in a task are, as well as how much the task is expected to change over time.
- the objective or aim of an action, typically refer to attaining a specific standard of proficiency, often within a specified time limit.
- cognitive groupings or clusters of outcomes that are viewed as having critical psychological or physiological consequences.
- a set of energetic forces that originates both within and outside an employee, initiates work-related effort, and determines its direction, intensity, and persistence.
Goals are defined as the objective or aim of an action and typically refer to attaining a specific standard of proficiency, often within a specified time limit.
Goal Setting Theory: A theory that views goals as the primary drivers of the intensity and persistence of effort.
Rocco has been asked to set some effective goals for the workers in his sales department. Rocco wants to get the best performance out of his team that he can, because he is being evaluated on how well they do. How should Rocco go about determining the goals for his team?
- allow the team to have autonomy and ownership by letting them set their own goals
- set the goals beyond what people can actually do, so they go above and beyond in trying
- keep the goals very broad and general, allowing them to evolve as market conditions fluctuate
- make the goals very specific, stating exactly how many sales he wants and when he wants them
- show his faith in the team by asking them to do their very best, because that's all he can ask of them
More specifically, the theory argues that assigning employees specific and difficult goals will result in higher levels of performance than assigning no goals, easy goals, or "do-your-best" goals. Why are specific and difficult goals more effective than do-your-best ones? After all, doesn't "your best" imply the highest possible levels of effort? The reason is that few people know what their "best" is (and even fewer managers can tell whether employees are truly doing their "best"). Assigning specific and difficult goals gives people a number to shoot for-a "measuring stick" that can be used to tell them how hard they need to work and for how long.
Team: Two or more people who work interdependently over some time period to accomplish common goals related to some task-oriented purpose.
Which of the following scenarios demonstrates how feedback can moderate progress toward attaining goals?
- Theodore explains to Gilbert that the initial blueprints must be submitted to the client by the end of November.
- Joleen tells Adam the original task they started will become considerably more complicated than was initially thought.
- Jerry tells Jorge he has done a fantastic job so far, but he needs to bump his production up by ten percent to meet the required rate.
- Samir tells Cliff to reach out to him and let him know if he has any questions or needs any supplies or equipment to do his job properly.
- Louie tells Elaine she needs to make sure she has enough covers made for the seats Alex is making, but does not tell her how many seats Alex has made.
One moderator is feedback, which consists of updates on employee progress toward goal attainment.
Feedback: In job characteristics theory, it refers to the degree to which the job itself provides information about how well the job holder is doing. In goal setting theory, it refers to progress updates on work goals.
Which of these refers to the learning plans and problem-solving approaches used to achieve successful performance?
- expectancies
- emotional cues
- vicarious experiences
- valences
- task strategies
Goals trigger the creation of task strategies, which are defined as learning plans and problem-solving approaches used to achieve successful performance.
Task Strategies: Learning plans and problem-solving approaches used to achieve successful performance.
For about five years, Lucy and Betty have been working for Bright Fires at the same level of management and doing similar kinds of work. Lucy has been focusing on setting specific and difficult goals for herself and believes that exerting a high level of effort will result in the successful performance in her job. On the other hand, Betty compares herself to different managers, such as Meg, who works for the competitor in a similar work position. Betty feels disheartened when she finds out that she is significantly underrewarded at Bright Fires. Lucy's focus on concepts such as difficulty and specificity is a key aspect of
- expectancy.
- goal setting.
- equity theory.
- extrinsic motivation.
- psychological empowerment.
The goal setting theory argues that assigning employees specific and difficult goals will result in higher levels of performance than assigning no goals, easy goals, or "do-your-best" goals.
Goal Setting Theory: A theory that views goals as the primary drivers of the intensity and persistence of effort.
Task complexity can show
- a way that successful performance will result in some outcome.
- a kind of self-confidence or a task-specific version of self-esteem.
- the degree to which a person accepts a goal and is determined to try to reach it.
- learning plans and problem-solving approaches used to achieve successful performance.
- how complex the information and actions involved in a task are and how much the task changes.
Task complexity is a moderator that reflects how complicated the information and actions involved in a task are, as well as how much the task changes. The effects of specific and difficult goals are almost twice as strong on simple tasks as on complex tasks, though the effects of goals remain beneficial even in complex cases.
Task Complexity: The degree to which the information and actions needed to complete a task are complicated.
Goal commitment is defined as
- a series of updates on employee progress toward goal attainment.
- the belief that successful performance will result in some outcome.
- the degree to which a person accepts a goal and is determined to try to reach it.
- the belief that a person has the capabilities needed to execute the behaviors required for task success.
- how complicated the information and actions involved in a task are, as well as how much the task changes.
Goal commitment is defined as the degree to which a person accepts a goal and is determined to try to reach it. When goal commitment is high, assigning specific and difficult goals will have significant benefits for task performance.
Goal Commitment: The degree to which a person accepts a goal and is determined to reach it.
The "S" in the S.M.A.R.T. goals acronym stands for
- systematic.
- specific.
- self-set.
- scientific.
- serious.
The S.M.A.R.T. acronym stands for specific, measurable, achievable, results-based, and time-sensitive.
S.M.A.R.T. Goals: Acronym that stands for Specific, Measurable, Achievable, Results-Based, Time-Sensitive goals.
The "M" in the S.M.A.R.T. goals acronym stands for
- measurable.
- monetary.
- methodical.
- model.
- major.
The S.M.A.R.T. acronym stands for specific, measurable, achievable, results-based, and time-sensitive.
S.M.A.R.T. Goals: Acronym that stands for Specific, Measurable, Achievable, Results-Based, Time-Sensitive goals.
The "A" in the S.M.A.R.T. goals acronym stands for
- affordable.
- ability.
- achievable.
- aspire.
- assess.
The S.M.A.R.T. acronym stands for specific, measurable, achievable, results-based, and time-sensitive.
S.M.A.R.T. Goals: Acronym that stands for Specific, Measurable, Achievable, Results-Based, Time-Sensitive goals.
The "R" in the S.M.A.R.T. goals acronym stands for
- robust.
- resolved.
- requirements.
- results-based.
- realist.
The S.M.A.R.T. acronym stands for specific, measurable, achievable, results-based, and time-sensitive.
Which of the following is True about goal setting?
- Specific, difficult goals are best.
- Difficult goals reduce motivation.
- Equity is the greatest moderator of goal achievement.
- SNARK goals result in the highest levels of goals achievement.
- Employees work hardest and are most engaged when the goals are easy.
A vast amount of research has demonstrated that specific, difficult goals result in the highest levels of motivation.
Specific And Difficult Goals: Goals that stretch an employee to perform at his or her maximum level while still staying within the boundaries of his or her ability.
The "T" in the S.M.A.R.T. goals acronym stands for
- time-sensitive.
- task-driven.
- tenacious.
- tempered.
- team-oriented.
The S.M.A.R.T. acronym stands for specific, measurable, achievable, results-based, and time-sensitive.
Managers in global organizations recognize that some motivators are universal; that is, they work no matter what the culture. Other motivators differ by culture. Which of the following is not a universal motivator?
- participation
- interesting work
- pay
- achievement
- growth
Interesting work, pay, achievement, and growth are universal motivators. Motivators that vary according to culture include whether goals are individual or group, the method of reward, participation in goals setting, and feedback.
Participating: When the leader shares ideas and tries to help the group conduct its affairs.
Task strategy reflects how complicated the information and actions involved in a task are, as well as how much the task changes.
Task complexity reflects how complicated the information and actions involved in a task are, as well as how much the task changes.
Task Strategies: Learning plans and problem-solving approaches used to achieve successful performance.
As goals move from moderate to difficult, the intensity and persistence of the effort needed are minimized.
As goals move from moderate to difficult, the intensity and persistence of effort become maximized.
Amber is responsible for creating a master emergency preparedness plan for the chemical facility in which she works. Her supervisor, Whitney, has examined all of her materials and updated Amber on which parts of the plan are satisfactory and which parts need more work. Whitney has provided Amber with
- feedback.
- self-efficacy.
- instrumentality.
- task complexity.
- goal commitment.
Feedback consists of updates on employee progress toward goal attainment. Feedback is one of the variables that specify when assigned goals will have stronger or weaker effects on task performance.
Feedback: In job characteristics theory, it refers to the degree to which the job itself provides information about how well the job holder is doing. In goal setting theory, it refers to progress updates on work goals.
After his annual performance appraisal, Joe was disappointed with his 5 percent increase in pay, compared to the 10 percent increase his colleagues received. When Joe spoke to his manager, he was told his colleagues were able to perform well over the minimum standard. Joe had not been aware of the minimum he was expected to achieve or the levels generally achieved by his colleagues. What would best help Joe improve his performance?
- increasing Joe's goal commitment
- increasing Joe's task complexity
- increasing Joe's dissonance
- decreasing Joe's valence
- setting specific goals
Specific goals increase the probability of goal attainment.
Blake is determined to finish a building project for Mr. Hicks before the deadline. Blake is certain that if he successfully performs this building project, Mr. Hicks will hire him as a permanent builder for his expanding condominium business. Blake's belief demonstrates
- instrumentality.
- self-efficacy.
- complexity.
- expectancy.
- valence.
Instrumentality represents the belief that successful performance will result in some outcome(s).
Instrumentality: The belief that successful performance will result in the attainment of some outcomes.
Technically, instrumentality is
- the value of a work goal or purpose, relative to a person's unique individual ideals and passions.
- the belief that a person has the capabilities needed to execute the behaviors required for task success.
- a set of subjective probabilities, each ranging from 0 to 1, that successful performance will bring a set of outcomes.
- a subjective probability, ranging from 0 to 1, that a specific amount of effort will result in a specific level of performance.
- a cognitive grouping or cluster of outcomes that are viewed as having critical psychological or physiological consequences.
Technically, instrumentality is a set of subjective probabilities, each ranging from 0 to 1, that successful performance will bring a set of outcomes.
Instrumentality: The belief that successful performance will result in the attainment of some outcomes.