Goal Setting Theory

Definition
“Goal-setting theory states that people have conscious goals that energize them and direct
their thoughts and behaviors toward a particular end.”  (Bateman, Snell, & Konopaske, 2018)
Summary
Shoaib and Kohli (2017) correlate the goal setting theory with employee engagement
noting the motivation that results from clearly defined goals.  Engagement is the level of
involvement from an employee directly stemming from his feeling of importance and
involvement within the organization.  If an employee is involved in the steps of brainstorming
and planning leading up to setting a goal, he or she will be much more likely to “buy in” and
push forward with a greater energy toward meeting the goal.  There is an even greater energy and
motivation when the goal is slightly beyond reach or a “stretch goal”.  Employees gain a sense of
self-worth when a difficult goal is established and self-satisfaction when they meet it.  Even if
they are not able to meet the target, the work accomplished and the effort made brings a great
feeling of accomplishment, especially if their effort is publically recognized.   Employees must
have the proper tools and resources to accomplish their goal, even more so if it is a stretch goal,
or the result will be frustration rather than satisfaction and accomplishment. Farah Shoaib is a
member of the Department of Psychology at the University of Allahabad, Allahabad, Uttar
Pradesh.
Discussion
Goal setting theory touches on the psychological and emotional impact of
establishing clearly defined goals.  It is the analysis of “what makes employees tick” when an
organization is striving to reach a common goal.  In many sectors of life even outside the
business realm, people are driven and motivated to perform and achieve based on goals –
whether their own or those assigned by someone else.  Goal setting is among the “most
important motivational tools affecting the performance of employees and teams in
organizations”. (Latham, Seijts, Slocum, 2016)  While the process of setting goals may seem
tedious and laborious, in the end it can save frustration and promote greater efficiency.   “The
disadvantage of setting no goal is that it leads to a lack of focus and hence individuals wander

aimlessly”. (Latham et al., 2016)  An engaged employee reaching toward a clearly defined goal
will exhibit a “positive and energized work-related motivational state and a genuine willingness
to contribute to [his] work role and organizational success”. (Shoaib, 2017)  It can be a
behavioral goal, a performance goal, or a learning goal, but the theory that “goals set the primary
standard for self-satisfaction and performance” (Shoaib, 2017) holds true no matter the goal
type.
In order for a goal to be effective in motivating the behavior of employees, it must be
specific both in scope and in expected outcome. Goal effectiveness also requires a level of
commitment on the part of the employee. “As for goal commitment, if it does not exist, by
definition the goal has been rejected.” (Latham et al., 2016)  Employees respond with increased
performance when a goal is challenging.  If a goal is just slightly beyond reach but yet still
attainable, it is a stretch goal or a stretch assignment.  Stretch goals require added planning and
resourcefulness as well as increased creativity and ambition for the employee to meet
expectations.  Shoaib states “high goals lead to greater effort and/or persistence than do
moderately difficulty, easy, or vague goals”. (2017) However, performance outcome can depend
on whether or not the employee truly feels a goal is possible.  If the goal is seemingly too much
of a stretch, it can have the opposite effect causing a mental and emotional shut down.  A
manager or lead team must consider carefully the parameters, reach, expectations, and asset
allocation for a given goal.  Motivation is lost when an employee receives a vague or ambiguous
goal or when he does not receive the proper resources to reach the target.  Engagement links
directly to goal setting and achievement, but if proper resource allocation is amiss then
frustration will be the result instead.  An employee needs the proper job skill and ability to
understand the goal and then strategize to meet it.  He needs the situational resources, personal
commitment, managerial feedback, delegated authority, and accountability to see it through to
completion.  Quick and constructive feedback may well be one of the greatest catalysts for
success in goal achievement.  “Without objective feedback, a person will not know what to start,
continue, or stop doing to ensure that the goal is attained.” (Latham et al., 2016)  People are
forming opinions of themselves, their managers, and their environment on a continual basis, and
as an organization reaches toward a common goal it is important for an employee to know how

he is measuring up to his assigned goal.  Self-evaluation is a key motivator in performance
behavior. (Martin, McNally, Tagger, 2016)
Biblical Integration
If operating without a plan, a unit or an organization diminishes productivity and runs
the risk of foolish or wasted work and resources.  The model for planning and setting goals
comes straight from Scripture.  Even the Lord makes plans.  Jeremiah 29:11 (New International
Version) says, “For I know the plans I have for you, declares the Lord, plans to prosper you and
not to harm you, plans to give you hope and a future.”  Success is not accidental; it results from
goal setting and hard work to meet goals.  A biblical example of the planning process is in Luke
14 when Jesus asks those following him if they think it is important to set goals before beginning
a project.  He gives the scenario of someone building a tower and how foolish they are not to
count the costs to be sure there are enough resources to complete the tower.  “For if you lay the
foundation and are not able to finish it, everyone who sees it will ridicule you”. (Luke 14:29,
NIV)  The next example is a king preparing for battle against an enemy greater in number.  He
analyzes first whether or not his army of fewer men will be able to succeed.  If the king decides
the odds are not in his favor, he sends word ahead (showing he has allowed sufficient time to
establish goals and strategize) to seek peace rather than fight a war he feels he cannot win. (Luke
14:31-33, NIV)  These examples all demonstrate goal-setting theory – goals energize and direct
thoughts and behaviors toward a particular end.  (Bateman et al., 2018)

References
Bateman, T.S., Snell, S., & Konopaske, R. (2018). Management. New York, NY: McGraw-Hill
Education.
Latham, G., Seijts, G., Slocum, J., (2016). The goal setting and goal orientation labyrinth:
Effective ways for increasing employee performance. Organizational Dynamics, 45 (4)
271-277.  https://doi.org/10.1016/j.orgdyn.2016.10.001
Shoaib, F., Kohli, N., (2017) Employee engagement and goal setting theory. Indian Journal of
Health and Wellbeing, 8(8), 877-880.  Retrieved

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