Human Relations Case Study 32: Trevor Aims For The Top

Human Relations Case Study 32 Trevor Aims For The Toptrevor Is Emplo

Human relations Case Study 3–2: Trevor Aims for the Top Trevor is employed as a sales representative for a company that sells storage space to individuals and small companies. The storage space consists of garagelike compartments placed at four locations in and around Phoenix, Arizona. The storage space as a concept has been growing rapidly for several groups of customers. One group is small enterprises that lack the space to keep all their supplies but do not want to invest in a larger office or manufacturing facility. The major group of retail customers is homeowners who have excess furniture and other belongings they do not need urgently but still want to keep. Another group of retail customer is people who have sold their houses yet are not sure whether they want to get rid of all their belongings that do not fit in their new reduced size living quarters. Trevor’s boss, Mike, the owner of the storage company, has recently established a goal-setting program for every company employee as a way of expanding the business and improving operating efficiencies.

Mike gave Trevor some general guidelines about goal setting and told him to also consult articles online that might help him with establishing goals for the new fiscal year. Four days later, Trevor sent Mike an e-mail, as follows: Hi Mike, As you requested, I’ve put together a bunch of goals for the upcoming year that I think will help me boost sales for the year and win that big prize of a company-paid trip to Las Vegas. — Be the best storage-space sales rep in the greater Phoenix area. — Strive to do my best every day. — Improve my sales by 30 percent by trying extra hard. — Network like crazy to increase my potential customer base. — Talk up the company whenever I have the chance. Yours truly, Trevor

Mike thought to himself, “I like the sincerity that Trevor has shown, but I think he needs some more guidance about goal setting in business.”

Paper For Above instruction

The case of Trevor's goal-setting endeavors provides a valuable illustration of the importance of effective goal formulation in a business context. While Trevor's enthusiasm and motivation are evident, the nature and quality of his proposed goals reveal a need for greater clarity, specificity, and alignment with established principles of effective goal setting. This paper examines Trevor's goals within the framework of SMART criteria—Specific, Measurable, Achievable, Relevant, and Time-bound—and discusses the implications for his performance and professional development.

Trevor's first goal, “Be the best storage-space sales rep in the greater Phoenix area,” exemplifies an aspirational aim but lacks the specificity and measurable criteria necessary to evaluate success meaningfully. The phrase “the best” is subjective and does not specify what criteria Trevor should meet or how he will determine whether he has achieved this status (Locke & Latham, 2002). To enhance this goal, Trevor could specify metrics such as “Achieve the highest sales volume among sales representatives in Phoenix by the end of Q4” or “Attain a customer satisfaction rating of 95% in my territory.” Such specific targets provide clear direction and enable progress tracking, which are crucial for motivation and accountability (Schunk, 1990).

The second goal, “strive to do my best every day,” is admirable but inherently vague. The notion of “doing my best” is highly subjective and varies across individuals and contexts. Effective goal setting requires concrete, behavioral objectives rather than broad motivational statements (Latham & Locke, 2007). A more precise goal would specify actions or behaviors that contribute to sales success, such as “Make at least 20 prospecting calls daily” or “Attend two networking events each month.” These actionable steps facilitate consistent performance and provide a foundation for performance evaluation.

Trevor's third goal, “Improve my sales by 30 percent by trying extra hard,” combines a measurable outcome with an ambiguous approach. While aiming for a 30% increase is specific and quantifiable, attributing this improvement solely to “trying extra hard” is insufficient and lacks strategic guidance. Goals should be supported by specific strategies or initiatives, such as implementing a new follow-up protocol or leveraging customer referrals (Miller & Tealer, 1993). Additionally, Trevor should establish interim milestones and ensure that the goal is realistically achievable within the given timeframe, considering factors like market conditions and resources.

The fourth goal, “network like crazy to increase my potential customer base,” emphasizes a critical sales activity but again lacks clarity and measurement. Effective networking goals should specify target activities, such as “Attend three industry events per quarter” or “Connect with ten new contacts weekly via LinkedIn.” Furthermore, tracking the number of new contacts made and follow-up actions taken would enable Trevor to evaluate the effectiveness of his efforts and adjust strategies accordingly (Hollander, 1985).

The final goal, “talk up the company whenever I have the chance,” reflects enthusiasm but lacks parameters for success. To improve, Trevor could set specific communication objectives, such as “Mention the company's storage solutions in at least five customer meetings per week” or “Distribute informational brochures to 10 potential clients each month.” These targeted activities increase accountability and provide concrete benchmarks for success (Schunk, 1991).

From a broader perspective, Trevor's goals would benefit from alignment with organizational objectives and personal development plans. Incorporating feedback from his supervisor and using data-driven approaches would further enhance goal clarity and attainability (Latham & Seijts, 2002). Training or coaching on SMART goal setting could also help Trevor formulate more effective targets, thereby increasing his motivation and likelihood of achieving desired results (Locke & Latham, 2002).

In conclusion, while Trevor's enthusiasm signals a positive attitude towards his work and the company's growth, his goals require refinement to adhere to established goal-setting principles. Clearer, more precise, and strategically aligned objectives will better direct Trevor's efforts, facilitate progress measurement, and ultimately contribute to both his success and the company's expansion. Organizations that invest in structured goal-setting processes and training are more likely to see improvements in employee performance and overall business outcomes.

References

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