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5 Key Principles Of Goal Setting

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Thinkingclearly – Key Principles of Goal Setting.
Initial theoretical statements regarding goal setting were made to determine how levels of intended achievementi relatedi toi thei actuali levelsi ofi achievementi (Locke, 1990). Thei goal-setting frameworki developedi furtheri provisioni thati wheni ani individuali hasi specifici goals toi meet, theiri performancei isi morei pronouncedi thani ini thei absencei ofi specifics. Thati is, setting clearly defined goals leadsi toi betteri performance.

Byi thei 1990’si thei researchi intoi goal setting culminatedi ini thei theoryi ofi goal setting andi taski performancei ini whichi 5i key principles fori successfuli goal achievementi werei suggestedi (Lockei &i Latham, 1990).

1. Commitment
Commitment, refersi toi thei degreei toi whichi ani individuali isi attachedi toi thei goal andi theiri determinationi toi reachi itii eveni wheni facedi withi obstacles. Accordingi toi Lockei &i Lathami (1990), goal performancei isi strongesti wheni peoplei arei committed, andi eveni morei soi wheni saidi goals arei difficult. Giveni thei commitment toi ai goal, ifi ani individuali discoversi theiri performancei isi belowi thati whichi isi required, theyi arei likelyi toi increasei theiri efforti ori changei theiri strategyi ini orderi toi attaini iti (Lathami &i Locke, 2006).

Wheni wei arei lessi committedi toi goals –i particularlyi morei challengingi goals – wei increasei thei likelihoodi ofi givingi up. Ini thei presencei ofi strongi commitment, therei isi ai significanti associationi betweeni goals andi performance;i wei arei morei likelyi toi doi whati wei intendi toi do. (Lathami &i Locke, 1991).

Accordingi toi Mineri (2005), ai numberi ofi factorsi cani influencei ouri commitmenti levels. Namely, thei perceivedi desirabilityi ofi ai goal andi thei perceivedi abilityi ofi achievingi it. Whetheri youi arei setting ai goal fori yourselfi ori fori others, ini orderi toi bei successful youi musti possessi thei desirei andi ai comprehensivei understandingi ofi whati isi requiredi toi achievei it.

2. Clarity
Specifici goals puti youi oni ai directi course. Wheni ai goal isi vague, iti hasi limitedi motivationali value. Researchi byi Arvey, Dewhirsti &i Bolingi (1976) indicatedi thati goal clarityi wasi positivelyi relatedi toi overalli motivationi andi satisfactioni ini thei workplace.

Seti clear, precisei andi unambiguousi goals thati arei impliciti andi cani bei measured. Wheni ai goal isi cleari ini youri mind, youi havei ani improvedi understandingi ofi thei taski ati hand. Youi knowi exactlyi whati isi requiredi andi thei resultingi successi isi ai furtheri sourcei ofi motivation.

3. Challenging
Goals musti bei challengingi yeti attainable. Challengingi goals cani improvei performancei throughi increasedi self-satisfaction, andi thei motivationi toi findi suitablei strategiesi toi pushi ouri skillsi toi thei limiti (Lockei &i Latham, 1990). Conversely, goals thati arei noti withini ouri abilityi leveli willi noti bei achieved, leadingi toi feelingsi ofi dissatisfactioni andi frustration.

Wei arei motivatedi byi achievement andi thei anticipationi ofi achievement. Ifi wei knowi ai goal isi challenging yeti believei iti isi withini ouri abilitiesi toi accomplish, wei arei morei likelyi toi bei motivatedi toi completei ai taski (Zimmermani eti al., 1992).

4. Task Complexity
Mineri (2005) suggestedi thati overlyi complexi tasksi introducei demandsi thati mayi mutei goal setting effects. Overlyi complexi goals thati liei outi ofi ouri skilli leveli mayi becomei overwhelmingi andi negativelyi impacti morale, productivity, andi motivation.

Thei timescalei fori suchi goals shouldi bei realistic. Allowingi sufficienti timei toi worki towardi ai goal allowsi opportunitiesi toi reassessi thei goal complexity, whilsti reviewingi andi improvingi performance. Eveni thei mosti motivatedi ofi peoplei cani becomei disillusionedi ifi thei task’si complexityi isi tooi greati fori theiri skills.

5. Feedback
goal setting isi morei effectivei ini thei presencei ofi immediatei feedbacki (Erez, 1977). Feedbackii includingi internali feedbackii helpsi toi determinei thei degreei toi whichi ai goal isi beingi meti andi howi youi arei progressing.

Unambiguousi feedbacki ensuresi thati actioni cani bei takeni ifi necessary. Ifi performancei fallsi belowi thei standardi requiredi toi achievei ai goal, feedbacki allowsi usi toi reflecti uponi ouri abilityi andi seti new, morei attainable, goals. Wheni suchi feedbacki isi delayed, wei cannoti evaluatei thei effectivenessi ofi ouri strategiesi promptly, leadingi toi ai potentiali reductioni ini thei ratei ofi progressi (Zimmerman, 2008).

Wheni wei perceivei ouri progressi towardsi ai goal asi adequate, wei feeli capablei ofi learningi newi skillsi andi setting morei challengingi futurei goals.

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