Goal setting is the process of establishing performance objectives to motivate employees and clarify their roles. Effective goal setting includes goals that are specific, relevant, challenging, and involve employee participation. Feedback lets employees know if they are achieving goals and directing effort properly. The balanced scorecard translates an organization's vision into measurable goals in financial, customer, internal, and learning/growth areas. Feedback should be specific, relevant, timely, frequent, and credible, drawing from multiple sources like supervisors, peers, subordinates, and customers through 360-degree feedback. While providing more complete information, 360-degree feedback can also produce conflicting information and stronger emotional reactions. Overall, goal setting and feedback are useful but have limitations, especially when focusing only on measurable

1. GOAL SETTING & FEEDBACK

2. Definition
• Goal setting is the process of motivating
employees and clarifying their role
perceptions by establishing performance
objectives.

3. Characteristics
• Specific goals : employees put more effort
into a task when they work toward specific
goals rather than “do your best” targets.
• Relevant goals : goals must also be relevant to
the individual’s job and be within his or her
control.

4. • Challenging goals : cause people to raise the
intensity and persistence of their work effort
and to think through information more
actively.
• Goal commitment : goals should be
challenging without being so difficult that
employees lose their motivation to achieve
them.

5. • Goal participation : goal setting is usually (but
no always) more effective when employees
participate in setting the goals.
• Goal feedback : lets us know whether we have
achieved the goal or are properly directing our
effort toward it.

6. BALANCED SCORECARD (BSC)
Def:
The balanced scorecard (BSC) translates the
organization’s vision and mission into specific,
measurable performance goal related to financial,
customer, internal and learning /growth processes

7. BALANCED SCORECARD
PERSPECTIVES

9. • SPECIFIC
• RELEVANT
• TIMELY
• SUFFICIENTLY FREQUENT
Consideration :
a. Employee ‘s knowledge and
experience
b. Time takes to complete task
• CREDIBLE

10. “ Feedback is the
breakfast of
champions.”
Kenneth Blanchard
(management expert)

11. Sources of feedback
Nonsocial Social

12. Multisource 360-Degree Feedback
supervisors
Employee’s
peers performance subordinates
customers

13. PROS:
 tends to provide more complete and accurate
information
CHALLENGES:
 expensive and time consuming
 can produce ambiguous and conflicting feedback
 peers may provide inflated rather than accurate
feedback
 Employees experience a stronger emotional reaction

14. Evaluating Goal Setting & Feedback
- has high validity and usefulness.
- has limitations;
+ focus on measurable performance
+ set easy goals (related to financial rewards)
+ interferes with learning process in new, complex jobs.

15. Question and Answer Session