Setting Goals

Setting Personal and
Professional Goals

FOR INDIVIDUALS AND
GROUPS

Goal Setting Theory
A group goal is “an outcome desired by


members of the group as a unit (Mesch
et al. 1994: 312).”

© 2009 Pearson Education, Upper Saddle River, NJ 07458.
Organizational Behavior for the Hospitality Industry
All Rights Reserved.
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Berger/Brownell

Goal Setting Theory
Achievement goal –


directs a group toward
a major outcome or
goal
Maintenance goal –

maintains or strengthens
the group itself

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Berger/Brownell

Specific Goals
Specific, difficult goals generate better


performance than “do your best” goals
or no goals at all
A specific goal directs a group’s


attention towards planning
development that, in turn, creates a
motivational effect to follow through
with the plan
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Berger/Brownell

Difficult Goals
Difficult goals create an anticipation of


satisfaction that motivates extra
intensity and duration on task
performance
Difficult goals prompt more

spontaneous planning, larger amounts
of planning, and higher quality planning
than easy goals
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Berger/Brownell

3 Levels of Task
Performance
Simply carrying Determining how to Groups must choose
out a task - a approach the task - between many
goal setting helps
group goal leads to available strategies -
limit the strategy At this level, where
improved
domain to be performance depends
performance searched on strategy rather than
through an increase task effort, groups can
in effort, diligence, use strategy
development to
and energy.
overcome the negative
effect of a
specific, difficult goal
(Earley et al. 1989:
25).

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Berger/Brownell

Warning: Specific and
Direct Goals can be
Debilitating

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Berger/Brownell

Formal Goal Setting Methods
SMART

(Specific, Measurable, Acceptable, Realistic, Ti
mely)
Management by objectives (MBO)


like goal setting theory – emphasizes


specific goals and feedback
unlike goal setting theory – stresses the


need for participation in goal setting
360-degree - helps to explicitly state goals


in terms of the customer’s words and
language
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Berger/Brownell

Goal Commitment
External Influences -- Legitimate


Authority and Peer Group
Interactive Factors -- Participation

and Competition
Internal Factors -- Personal


Goal, Self Efficacy and Internal
Rewards

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Berger/Brownell

External Influences
Peer – beneficial or detrimental


Supervisor – determine goal

commitment through legitimate
authority
Assigned goals lead to:


Commitment


A sense of purpose, direction, and clarity


Improved employee beliefs of what they


can and should do
The development of high quality plans


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Berger/Brownell

Interactive Factors
(Participatory Goal Setting)
May have as great an influence as


assigned goals
Increased effectiveness attributed

to motivation, cognition and
increased self-efficacy
Competition can enhance

performance

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Berger/Brownell

Internal Factors
Self-set goals reflect personal or group


expectations for task performance
Self-set goals tend to be higher than


assigned goals
Self-efficacy is more fundamental than


rewards
Self-administered rewards are also


essential to goal commitment

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Berger/Brownell

Commitment to Difficult
Goals
Groups are more likely to accept easy

goals that lead to low performance than
very hard goals which lead to high
performance
Difficult goals require high commitment


Low goals may be restricted by high

commitment, they will not be raised
Culture may also play a role in this

dynamic of goal commitment
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Berger/Brownell

Increasing Goal Commitment
Persuade groups that goals
are both attainable and
important

Make goals public
rather than private

Offer appropriate
external rewards for
difficult goals

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Feedback and Goals

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Berger/Brownell

Negative Feedback

Groups respond to
negative feedback by
setting higher goals than
groups that receive
positive feedback.

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Berger/Brownell

Goal Selection
Groups pursuing multiple goals will


devote more time and effort to one goal
than another, often trading off between
quantity and quality goals
Groups should focus on a small number

of goals, no more than 8, and these
goals should be prioritized by urgency
and significance
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How to Achieve a Goal
1. Use Visualization
2. Set Objectives
3. Record Progress
4. Make a Gantt Chart

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How to Achieve a Goal
4. Create Goal Aids
5. Reevaluate Goals

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When to Implement Goals
Managers should give careful attention


to when organizational goals are
presented to employees, in order to
establish focus on achievement at the
appropriate time.

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Berger/Brownell

Goal Conflict
Sometimes conflict arises between

individual and group goals.

VS.
To avoid goal conflict, managers should

set the individual goal so that its
attainment facilitates the attainment of
the group goal.
+ + =
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Creativity and Goal Setting

Adding a dimension of creativity, in which
individuals realize their capabilities to
make a unique contribution to collective
goals, helps to unleash that energy and
commitment to excellence.

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Group Dynamics and Goals
Group lifecycle has a beginning, a


middle and an end.
Middle

Beginning End

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The Beginning
It is during these early stages of

development that groups begin to
generate plans, formulate
ideas, and set goals.
Storming is an early period

punctuated by fears, anxieties, and
dissatisfaction that can lead to
hostility and conflict.
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Berger/Brownell

The Middle
Time for Norming and Performing


Norming is the time when alternatives are chosen


and agreed upon, policies set, and goals
established
Performing categorizes functional role relatedness


as solutions develop and members carry out the
work
Members align and work together toward a


realistic appraisal of what they can
accomplish
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Berger/Brownell

The End
The end is the period of


disengagement, ending and
adjournment. It is a time
concerned with
sadness, good-byes, and
self-evaluation.

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Berger/Brownell

Setting Personal Goals
Brainstorm Desires


Rank Ideas


Identify Methods of


Achievement
Consider Limitations


Identify Risks


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Berger/Brownell

Achieving Personal Goals

Develop a positive attitude

and enthusiasm
Allow yourself to relax


Imagine accomplishment


Reorient, resume normal

activities

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Berger/Brownell

Goals Into Action
State requirements and method


Set up a time frame


Break down goals into smaller units


Set deadlines


Re-evaluate and set


new deadlines

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Berger/Brownell

Setting Goals

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