The Goal Setting Theory And Motivation

Goal Setting Theory
(Janssen,P & De Jonge, J & Bakker, A, 2003), states that the goal setting theory is the most supported theory within motivation. The theory developed by (Locke, 1968) states that the basic premise of goal theory is that objectives play an important part in determining behavior.
According to (Locke, E. A & Latham, G. P, 2002), the goal setting theory describes the importance of working towards a goal. Furthermore the theory states that when the goals to be achieved are set at a higher standard, employees are motivated to perform better and put in maximum effort.
Further, a problem with the theory is that the level of difficulty can have a negative correlation with motivation if the individual have many different goals to work for. According (Brown, S.P. Jones, E. & Leigh, T.W, 2005) overloading moderates goal effects performance only when overload was low.
Even though difficult goals increase motivation they can be neither too difficult nor too easy. That would make them seem impossible or to easy to reach and will instead decrease motivation.
Based on hundreds of studies, the major finding of goal setting is that individuals who are provided with specific, difficult but attainable goals perform better than those given easy, nonspecific, or no goals at all.
Accomplishing the goal can lead to satisfaction and further motivation, or frustration and lower motivation if the goal is not accomplished. (Moorhead, G & Griffin, R, 2004)
According to ( Locke, A.E. & Latham,G.P, 2006) , feelings of success in the workplace occur to the extent that people see that they are able to grow and meet job challenges by pursuing and attaining goals that are important and meaningful.
The employees must have sufficient ability, ac...

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...fectiveness of goals. However, according to (Ramsey, R, D, 2008) when deadlines are unrealistic, too tight and cannot be met, employees become frustrated, give up or resort to cheating and the motivation goes down.
Despite the benefits of goal setting, there are a few limitations of the goal-setting process even in banking (Locke, E. A & Latham, G. P, 2002). First, combining goals with monetary rewards motivates managers to establish easy rather than difficult goals. Second, goal setting focuses bank employees on a narrow subset of measurable performance indicators while ignoring aspects of job performance and that are difficult to measure. The adage “What gets measured is what gets done” widely applies in banking. Third, setting performance goals is effective in established jobs, but it may not be effective when organization members are learning a new, complex job.