Reporter: Isles Rouie Caceres

 An American psychologist Edwin Locke from the University of

Maryland at College Park has studied the power of goal setting since

the late 1960s.

 In his 1968 article "Toward a Theory of Task Motivation and

Incentives” - employees were motivated by goals and feedback

 The difficulty and specificity of the task was a good predictor of

performance.

 In other words, if the goal was too easy, the motivation wasn't as

compelling.

 Along with Dr. Gary Latham, Dr. Locke published his groundbreaking work

in 1990 in a book called "A Theory of Goal Setting and Task Performance”.
 5 January 1938

United States of America

BA, Harvard University

Ph.D, Cornell University

He is Dean's Professor (Emeritus) of Leadership and Motivation at the R.H. Smith

School of Business at the University of Maryland, College Park.
 Goal Setting: A Motivational Technique That
Works (Prentice Hall, 1984, with G. Latham)
 A Theory of Goal Setting and Task
Performance(Prentice Hall, 1990, with G. Latham)
 New Developments in Goal Setting and Task
Performance, (2013, with G. Latham)
 He is the Secretary of State Professor of
Organizational Effectiveness in the Joseph L.
Rotman School of Management at the University of
Toronto.

He holds cross appointments at the University's

department of psychology and Centre for Industrial

PhD, University of Akron Relations.

MS, Georgia Tech
BA, Dalhousie University
 In recent years, his research has been focused on
the role of functional vs. dysfunctional self-talk in
motivating individuals.

PhD, University of Akron

MS, Georgia Tech
BA, Dalhousie University
 Goal setting: A possible theoretical framework for examining the
effects of priming goals on organizational behavior (Latham, G. P.;
Current Opinion in Psychology; Issue; 2016)
 Similarities and differences among performance, behavioral, and
learning goals (Latham, G. P. & Seijts, G. H.; Journal of Leadership and
Organizational Studies; 2016; Pages: 1-9)
 The relevance of goal setting theory for human resource
management. (A. S. Arshoff; New Developments in Goal Setting and
Task Performance.; 2013; Pages: 331-342)
It is the object of a person's ambition or effort;

an aim or desired result.

 Short term Midterm Long-term

Our immediate Longer than 6 Takes a year or

goals (1-6 months) months more to achieve
 Proximal Goal
• A Short-term goal
• More concrete and can be
accomplished within a short
time period
• One can think of proximal goals
as a stepping stone toward a
longer-range goal.
Core Goal
• A long-term goal that drives
much of what an individual
does.
• Helps direct behavior toward
achievement and success
It is defined as an overall approach to
motivation that emphasizes the need
to establish goals as intrinsic
motivation.
 GOAL LEVEL OF
DIFFICULTY EFFORT
PERFORMANCE

There is major involvement of the relationship exists

between the three.
 If you are committed towards a goal, this relationship

will remain positive.

 Additionally, you have the pre-existing ability to

attain it, and doesn't have conflicting goals.

  Goal acceptance
One must take note
 Commitment
that several conditions
are particularly  Goal specificity
significant in successful
 Goal difficulty
achievement.
 Feedback
The following are the variables that influenced the
motivation towards a goal-oriented learning.

Mastery-oriented Goals
Performance-oriented Goals
Approach-oriented Goals
Avoidance-oriented Goals
Mastery-oriented goals are defined in terms of a focus on learning,
mastering the task according to self-set standards or self-improvement.

Tries to
Develops accomplish
something
new skills
challenging Helps in
Improves gaining an
competence understanding
or insight
 They’re like a line that’s
asymptote.
 The curve of the line gets closer
to the goal, but you never
quite reach it.
 There is always something to
strive for.
Performance-oriented goals represent a focus on demonstrating
competence or ability and how ability will be judged relative to others.

Uses casual Tries to surpass

comparative normative
standards standards

Avoids
Attempts to
judgments of
best others
low ability
 Mastery Performance

Self-improvement Demonstrates competence

Desire to acquire
Demonstrates high ability
additional knowledge
Master new skills Make a good impression
 Approach-oriented goals are goals in which individuals are
positively motivated to look good and receive favorable
judgment from others.
 In emphasis, these goals involve reaching or maintaining
desired outcomes.
 Avoidance-oriented goals are goals in which individuals
can be negatively motivated to try to avoid failure and to
avoid looking incompetent.
 In emphasis, these goals focus on avoiding or eliminating
undesired outcomes
 Mastery Approach Mastery Avoidance
Focus on mastering task, learning, Focus on avoiding
understanding misunderstanding or not mastering
task correctly

Performance Approach Performance Avoidance

Focus on being the best in Focus on avoiding looking dumb
comparison to others in comparison to others
 Performance
Mastery Approach
Approach

Mastery
Avoidance
Performance
Avoidance
 It is the process of deciding what you want to
accomplish and devising a plan to achieve the
result you desire.
 It is a powerful way of motivating people, and of
motivating yourself.
Specific.

Measurable.
Attainable.

Relevant.
Time-bound.
Goals should be simplistically written and clearly define
what you are going to do.

WHAT? WHO? WHICH?

WHY? WHERE?
When a goal is measurable, it provides tangible
evidence that you have accomplished the goal.
 Measuring progress will help a team to
 Stay on track
 Reach its target dates
 Experience the sense of achievement
 Spur it on to the continued effort that is
required to reach the goal
A measurable goal will
usually answer questions
such as: How
How
many? much?
Whatever format best suits your
particular goal will enable you to
How will I know it’s
judge and assess your progress, accomplished?
as you move towards attaining it.
Goals should be achievable; they should stretch you slightly
so you feel challenged, but defined well enough so that you
can achieve them.

Appropriate
knowledge Skills Abilities
 Impossible
MOTIVATE Goals

Achievable
Goals DE-MOTIVATE
Relevant goals drive the team, department, and
organization forward.

A goal is in alignment with other goals would be

considered a relevant goal.
Is it worth the cost &
resources required?

Is this the right time to be

doing it?

Does it fit in with our

overall strategy?
Commitment Focus
Motivation
Target
Date
A time-restrained goal is intended to
establish a sense of urgency.
Locke found out that specific and difficult goals
led to better task performance than vague or
easy goals.
Locke found out that specific and difficult goals
led to better task performance than vague or
easy goals.
 “Try to get more

<
"Try hard than 80% correct"
"Do your best" "Concentrate on
beating your best time.
1. Clarity

2. Challenge

3. Commitment

4. Feedback

5. Task Complexity
Clear goals are measurable and unambiguous.
 A goal is clear and specific
 With a definite time set for completion
Thus, there is less misunderstanding about what
behaviors will be rewarded.
To improve your team's performance, set clear goals that
use specific and measurable standards.

Reduce job Respond to employee

turnover by suggestions within 48
15% hours
Specific Time-bound

Measurable
 If we know that a goal is a challenge and is also
perceived as such by those that assigned it to us, we
are more likely to be motivated to achieve it.
 A goal should be challenging, but must still be
achievable
Task Accomplishment Effort
 Goals must be understood and agreed upon if they are to
be effective.
 Employees are more likely to "buy into" a goal if they feel
they were part of creating that goal.
 The notion of participative management rests on this idea
of involving employees in setting goals and making
decisions.
RESOURCES LEADERSHIP
Feedback is a chance to correct or clarify before the
goal has been reached.

Room for IMPROVEMENT

What if the person is halfway to completing the
goal but they have a question?

What if you suspect that the person is going about the

process of completing the goal in the wrong way?
It's important to provide Clarify
Expectations
benchmark opportunities
or targets, so individuals Adjust Goal
Difficulty
can determine for
themselves how they're
Gain
doing. Recognition
It is a construct widely used in the behavioral sciences
to explore and predict the relationship
between task characteristics and information
processing.
The last factor in goal setting theory introduces two
more requirements for success.

 For goals or assignments that are highly complex, take

special care to ensure that the work doesn't become
too overwhelming.
 People who work in complicated and demanding roles
probably have a high level of motivation already.
Moreover, as a manager, you want to make sure
that the conditions surrounding the goals don't
frustrate or inhibit people from accomplishing
their objectives.
  Mastery-oriented Goals
I. History of Goal Theory  Performance-oriented Goals

II. Goal  Approach-oriented Goals

 Avoidance-oriented Goals
III. Goal Theory
IV. Goal Setting Theory 1. Clarity
2. Challenge
V. SMART Goals
3. Commitment
VI. 5 Principles Of Goal Setting 4. Feedback
5. Task Complexity