1. Performance Goal Setting(I+II)By
Uttam Acharya
NASC

2. Goal

3. Issues Failing to Plan is the same as Planning to Fail.
On the journey to life’s highway, keep your eyes upon the goal.
Focus on the donut, not upon the hole.

4. Objectives At the end of the session participants will be able to;
Explain goal setting
Describe goal setting process
Moderate goals
Analyze goals
Identify limits of goal setting
Apply goal setting in real life
Conclusion

5. Goal Attainment An Indian sage and – Archery
Unless we focus, we can not achieve our goal.
It is hard to focus and concentrate, but it is a skill that can be learned.

6. Goal Attainment Florence Chadwick 1952 – conquered English Channel
In the course of swimming she could not see the coast due to dense fog around: she gave up at first.
After two months she accomplished beating men’s record by two hours.

8. Goal and concentration
Magnifying glass
If someone takes the goal posts and goal lines away, what would happen to the game?
“Where does this road take me?” “Where do you want to go?” “I don’t know”, “Then take any road, what difference does it make?”
Would you board a train or plane without knowing where it was going?

9. Thoughts
Great Minds have Purposes, others have Wishes Washington Irving
The men who try to do something and fail are infinitely better than those who try to do nothing and succeed.
-Lioyd Jones
Do not confuse motion and progress. A rocking horse keeps moving but does not make any progress.
Alfred A.Montapert

10. Goals, dreams and wishes
People confuse goals with dreams and wishes. Dreams and wishes are nothing more than desire. Desires are weak.
Desires become strong when they are supported by:
Direction
Dedication
Determination
Discipline
Deadlines

11. Goal Setting
Goal: What an individual is trying to accomplish through his or her behavior and actions.
Goal Setting Theory: A theory that focuses on identifying the types of goals that are most effective in producing high levels of motivation and performance and why goals have these effects.
Goal setting can operate to enhance both intrinsic motivation (in the absence of any extrinsic rewards) and extrinsic motivation (when employees are given extrinsic rewards for achieving their goals).

12. Performance goal setting
Performance goal setting sets desired and required function levels on work requirements and provides tools for measuring those goals.
It also encompasses communications to employees regarding employee goals so they understand what is required and desired and can set their own performance goals in alignment with management and organizational goals.

13. Performance development
Management may use performance goals to benchmark employee performance in key areas, initiate training or coaching in deficiencies, and measure performance in more intangible areas including employee satisfaction, productivity, etc.
For these goals to be most effective, they should be communicated to the employee so they can understand what is expected of them.

14. Discussion on individual goals on success
Forms

15. PERFORMANCE GOALS
Objectives set for specific work in the employee's current position
Relate to the department's overall goals
Include clearly defined expectations for success
Performance goals answer the question "What is expected of the employee in his/her position?"

16. Goal setting: Process
Goal setting is the process of developing, negotiating and establishing targets that challenge the individual.
Invidual and Organization strive to achieve their goals, thereby if goals are set up correct, their performance should increase.
Ed Locke and Gary Graham developed a sophisticated model in their “theory of goal setting and task performance”, also known as “Goal Setting Theory” – developed / published in 1968 and 1990.

17. Goal as a motivator
The basic idea is that a goal serves as a motivator because it allows people to compare their current performance with that required to achieve the goal.
To the extend they believe they will miss the goal, they feel dissatisfied and strive to improve their performance to meet it.

18. DEVELOPMENT Goals
Tie to anticipated needs in the employee's current position and/or
Focus on opportunities outside the current role and/or
Look at the organization's anticipated needs and/or
Focus on the employee's strengths, talents, and interests separately from the current position

19. Importance Goals guide and direct behavior of individuals and groups
Goals provide challenges and indicators for assessing the individual and whole groups
Goals define the basis for the organizational design
Goals serve an organizing function.
Goals reflect what management and employees find important

20. Exercise

21. Core competency area Discussion
Please state ;In which area that you perform well..
Please state Which are the areas where poor performance would
significantly damage the product / service provided by my unit / department and harm its quality and reputation
Listing all activities of a role
Categorizing into similar functions
Selecting more critical ones
Editing for overlapping

22. Key Performance Area
The status, authority and responsibility etc. that the job holder has in carrying out the assigned job.
Key Performance Area describe the areas in which significant contributions are expected from the position.
Are the key or critical functions relevant at present requiring priority attention.
Significant areas of the job which contribute
significantly to the overall results.

23. Exercise List jobs you perform in your organization/department
Prioritize them in terms of importance and urgency
Make a action plan with what , how, where,resource, when etc.

25. Motivation and Clarity
More difficult goals – as long as they are reachable – motivate more
Unrealistically high goals are not accepted and have no effect on the performance.
Goals enhance performance by clarifying what type and level of performance is expected or required.
Self-Efficacy (Confidence) refers to the level of confidence that one feels about their ability to achieve their goal.

26. Characteristics of Motivating Goals
Specificity
Often quantitative
Difficulty
Should be hard but not impossible for most employees to achieve
Acceptability
Especially important when managers set goals for subordinates
Feedback
So that employees know how well they are doing

27. Moderating goals
Ability, Goal Commitment, Feedback and Task Complexity represent the factors that moderate the strength of the relationship between the goals and the performance.
Ability describes the orientation of the individual towards the goals – either it’s a learning goal where he wants to acquire new competencies and learn from it or it’s performance oriented where he avoids placing himself in situations that could lead to a negative evaluation.

28. Moderating goals
Goal commitment is enhanced when goals are public and when goals are self-set.
Feedback makes the goal setting and evaluation process dynamic as it must provide timely response to the individual. It enables him to evaluate himself in respect to his goals.
Task Complexity finally affects the direct relation most. Goals for more trivial tasks (like number of phone calls per minute handled) lead to a more effective performance, whereas for more complex tasks (like studying new mythologies) goals do not lead to direct performance increases – at least we cannot measure it that way.

29. Solid Goal Characteristics
S – Specific
M – Measurable
A – Achievable
R – Result – based
T – Time specific

30. Major Dimensions of Goal Setting
Research on the Impact of Goal Setting
The Importance of Specific Goals
The Importance of Difficult and Challenging Goals
Goal Acceptance, Participation, and Commitment
Self-Efficacy and Goals
Objective and Timely Feedback

31. Specific, Difficult Goals Affect Motivation and Performance by:
Directing employees’ attention and action toward goal-relevant activities
Causing employees to exert higher levels of effort
Causing employees to develop action plans to achieve their goals
Causing workers to persist in the face of obstacles or difficulties

32. Goal Setting

33. Management by Objectives (MBO)
A goal-setting process in which a manager meets with his or her supervisor to set goals and evaluate the extent to which previously set goals have been achieved.
Although less common, MBO can also be used as a motivational tool for non managers.
Necessary characteristics for MBO success:
Set goals should contribute to organizational effectiveness.
Goals should be specific and difficult.
A certain amount of trust and rapport must exist between managers and their supervisors.

34. Goal Setting (MBO to system Performance)

35. Limits to Goal Setting Theory
There are two circumstances under which setting specific, difficult goals will not lead to high motivation and performance:
When employees lack the skills and abilities needed to perform at a high level.
(never forget: performance = ability * motivation * support)
When employees are given complicated and difficult tasks that require all of their attention and require a considerable amount of learning.

36. Advice to managers
Be sure that a employees’ goals are specific and difficult, whether set by you, by the employee, or by both of you.
Express confidence in your subordinates’ abilities to attain their goals, and give subordinates regular feedback on the extent of goal attainment.
When employees are performing difficult and complex tasks that involve learning, do not set goals until the employees gain some mastery over the task.

37. Advice to managers
Be sure that a employees’ goals are specific and difficult, whether set by you, by the employee, or by both of you.
Express confidence in your subordinates’ abilities to attain their goals, and give subordinates regular feedback on the extent of goal attainment.
When employees are performing difficult and complex tasks that involve learning, do not set goals until the employees gain some mastery over the task.

38. Setting lifetime goal
Career
Financial
Education
Family

39. Individual goals Goals Career (wh level) Financial Education Family
Artistic
Attitude
Physical
Pleasure
Public service

40. Setting Lifetime Goals
The first step in setting personal goals is to consider what you want to achieve in your lifetime (or at least, by a significant and distant(far) age in the future).
Setting lifetime goals gives you the overall perspective that shapes all other aspects of your decision making.
To give a broad, balanced coverage of all important areas in your life, try to set goals in some of the following categories (or in other categories of your own, where these are important to you)

41. Individual goals: example
Career - What level do individual want to reach in career, or what do she/he wants to achieve?
Financial - How much she/he wants to earn, by what stage? How is this related to the career goals?
Education - Is there any knowledge one wants to acquire in particular? What information and skills will he/she need to have in order to achieve other goals?

42. Individual goals: example
Family - Do you want to be a parent? If so, how are you going to be a good parent? How do you want to be seen by a partner or by members of your extended family?
Artistic - Do you want to achieve any artistic goals?
Attitude - Is any part of your mindset holding you back? Is there any part of the way that you behave that upsets you? (If so, set a goal to improve your behavior or find a solution to the problem.)

43. Individual goals: example
Physical - Are there any athletic goals that you want to achieve, or do you want good health deep into old age? What steps are you going to take to achieve this?
Pleasure - How do you want to enjoy yourself? (You should ensure that some of your life is for you!)
Public Service - Do you want to make the world a better place? If so, how?

44. Discussion on stories on goals

45. Why do not people set goals
A pessimistic attitude
Fear of failure
Fear of success( low self image)
A lack of ambition (limited thinking and desire)
A fear of rejection
Procrastination
Low self – esteem (not internally driven, no aspiration)
Ignorance of the importance of goals
Lack of knowledge

46. Conclusion Goal Setting has the power to massively change one’s life.
  From one perspective if we set a goal in the right way we will achieve it. 
So the real key with goal setting is to ensure that we set the right goal or goals. 
Goals that will be supportive of yourself, your family and your community.

48. Questions ?