Assignment 1: Creating Effective Goals The Simple Act Of Set

Assignment 1 Creating Effective Goalsthe Simple Act Of Setting Goals

Assignment 1: Creating Effective Goals The simple act of setting goals for employees functions to increase their motivation (goal-setting theory). Goal-setting theory is generally accepted as the most valid and useful motivation theory in industrial/organizational (I/O) psychology, human resources management (HRM), and organizational behavior (OB). However, goals must be designed well to be most effective. Using what you have learned in this module, augmented by research on goal-setting, respond to the following: Briefly describe your current or a past professional position and provide essential information about the organization—what is the industry, and what do they do? Indicate if the organization uses a goal-setting approach/process.

Respond to the following: If yes, what levels of the organization are involved? Briefly describe the process. If no, do you believe a goal-setting approach would help? What levels of the organization do you think should be involved and why? Analyze or create your personal goals.

If you have goals, critique them on the following areas: Are they effective or ineffective? What is good or bad about the goals and the associated process? What might be done differently? Why would the change be an improvement? If you do not have goals, create four goals for yourself keeping in mind that the goals should be position specific and cover a short time span (for example, three months).

Also, describe: How will the goals benefit you? How will your goals benefit the organization?

Paper For Above instruction

In this paper, I will discuss my professional experience and analyze the application of goal-setting theory within that context. I will explore whether my previous organization employed a goal-setting process, identify the involved organizational levels, and assess the effectiveness of their approach. Additionally, I will critique my personal goals or propose new ones, considering their potential benefits for both my individual development and organizational success.

My previous position was as a project coordinator in a mid-sized technology firm specializing in software development. The organization was situated within the IT industry, focusing on providing customized software solutions for clients in various sectors, including healthcare, finance, and retail. The company's primary goal was to deliver high-quality, timely projects that meet client specifications while maintaining efficiency and fostering innovation. During my tenure, the organization did not explicitly implement a formal goal-setting process; rather, goals were often communicated top-down by management during annual reviews or project meetings. Employees occasionally set personal objectives in informal discussions, but these lacked specific structure or integration into broader organizational strategies.

If the organization had adopted a goal-setting approach, such as SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals, it could have fostered clearer expectations and motivation at all levels. The involved organizational tiers would include individual contributors, team leaders, project managers, and executive management, ensuring alignment across the hierarchy. Such a process would involve setting organizational objectives at the strategic level, breaking them down into departmental goals, and further cascading them into individual targets. This alignment ensures that employees understand how their efforts contribute to organizational success, thus increasing engagement and motivation.

In my case, I had personal goals related to improving my project management skills, including completing a certification course, effectively managing project timelines, and enhancing team communication. Critiquing these goals, they were generally effective because they were specific and measurable, such as "complete PMP certification by the end of three months" and "reduce project delays by 15% within the next quarter." Their clarity motivated me to focus on tangible outcomes. However, some goals could be more challenging to push my capabilities further, such as incorporating continuous feedback loops to better adapt goals based on ongoing project needs.

To improve my goal-setting, I could incorporate specific milestones and review points, enabling accountability and timely adjustments. For example, scheduling weekly check-ins to assess progress toward certification or project improvements would facilitate this. Such modifications make goals more dynamic and aligned with real-time performance, which enhances motivation and achievement.

If I did not have existing goals, I would set four short-term, position-specific goals for the next three months. These would include: (1) completing a project management certification course, (2) leading a project team to deliver two key projects on time, (3) increasing client satisfaction ratings by 10%, and (4) developing a personal time management plan to optimize daily productivity. These goals are designed to boost my professional competencies and contribute directly to organizational outcomes, such as project success and client retention.

Achieving these goals benefits me by enhancing my skills, increasing my confidence, and positioning me for higher responsibilities. For the organization, my personal development aligns with objectives of efficient project execution, superior client service, and fostering a high-performance team environment. Emphasizing goal clarity, alignment, and regular review processes can significantly improve motivation and performance at every organizational level.

References

• Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American Psychologist, 57(9), 705–717.
• Latham, G. P., & Seijts, G. H. (2001). The effect of goal setting on goal achievement. Canadian Journal of Administrative Sciences, 18(4), 237-250.
• Seijts, G. H., & Latham, G. P. (2000). Goal setting and goal orientation: An integration of two different yet related bodies of research. Organizational Behavior and Human Decision Processes, 81(2), 158-179.
• Schunk, D. H. (2012). Learning Theories: An Educational Perspective. Pearson Higher Ed.
• Gawley, T., & Latham, G. P. (2014). Goal setting: A motivational technique in organizational behavior and performance management. Journal of Organizational Psychology, 14(2), 1-8.
• Brophy, J. (2010). Motivating Students to Learn. Routledge.
• Higgins, E. T. (2006). Value from hedonic experience and engagement. Psychological Review, 113(2), 439-460.
• Schunk, D. H., Pintrich, P. R., & Meece, J. L. (2008). Motivation in Education: Theory, Research, and Practice. Pearson.
• Grant, A. M. (2013). Give and take: A revolutionary approach to success. Penguin.
• Brown, A., & Stickle, D. (1988). The dynamics of organizational goal setting. Management Decision, 26(3), 27-32.