1. Dr. Jeanne Michalski Michalski@uta.edu
Goal Setting
Dr. Jeanne Michalski 1

2. GOAL SETTING In a wide variety of industries:
With a wide variety of people:
Those who set goals consistently outperformed those who did not --
By a Significant Margin!!

3. Goal Setting Research projects have established that:
Less than 3% of the population have identified specific personal or business goals
Only approximately 1% of the population put goals in writing.
People don’t plan to fail -
They simply fail to plan!!

4. Goal Specifications
There are two types of goals: poorly defined and well defined. To obtain good results, having well defined goals is a must.
Poorly defined goals:
Stated in terms such as improve or increase.
Not achievable or no target dates.
Ambiguous in regard to what is expected.

5. Goal Specifications Poorly defined goals...
Theoretical and idealistic.
Too brief and indefinite.
Too long and complex.
Distress producing and conflicting.
Created without sincere self analysis

6. Goal Specification Well defined goals are:
Stated numerically in terms of end results.
Achievable at a specific time.
Comprised of definite expectations.
Challengingly high but practical.
Precisely stated.
Thoughtfully engaged.

7. Goal Specification
I will net $5,000 more than I did last year, which is the equivalent of a 10% increase.
Make more money than last year.
I will lose 12 pounds within the next 12 weeks, while at the same time exercise to improve my overall body muscle and skin tone.
Lose weight.
I will request feedback on my performance, from my boss, every month and act on his/her feedback to improve my performance . I will attend at least 2 educational seminars to expand my skills.
Become better at my job.

8. Goal Setting Basics Specific Challenging Achievable
Participatively set
“SMART” Goals
Specific, Measurable, Attainable, Realistic, Time
Set interim or subgoals.
Use action verbs.
Specific dates, times, and amounts.

9. Some thoughts to remember:
GOAL SETTING
Some thoughts to remember:
If possible have your employees set their own goals
Hard goals are better than easy ones
Goals can be revised as needed
Writing down goals increases the probability they will be accomplished
Sharing goals with others demonstrates our commitment to achieve them

10. Participation No one knows the job better than those who do it.
Workers are more likely to accept the goals with input.
Employee
High
Low
Management
Participation
Unilateral
Empowered /
Self Managed
No Goals

11. Why Do Goals Motivate?

12. Why Do Goals Motivate? Focus attention of the employee
Prolong persistence
Provide challenge – competition
Intrinsic and extrinsic rewards
When goals are achieved:
Positive affect
Job satisfaction
Self-efficacy
Organizational recognition and rewards

13. Expectancy Theory Motivation = E X I X V
Expectancy: The connection between behavior and the outcome
Instrumentality: The connection between outcome and a reward
Valence: Is the reward something that the individual values?
People are motivated by intrinsic and extrinsic rewards they desire.
People will only be motivated if outcome is possible.
People will only be motivated if outcome is contingent on behavior.
People will only be motivated if a reward is attached to the outcome.
“Line of sight” is the perceived link between individual behavior and the reward.

14. Goal Challenge and Performance
High
Performance
Note: Not to scale
Low
Performance
Easy Moderately Difficult Extremely Difficult

15. Setting challenging goals creates fear of failure…
GOAL SETTING
Setting challenging goals creates fear of failure…
…setting no goals guarantees it!!