What does research tell us about goal-setting?
You may be setting 2013 goals for you and your team or reflecting on the goals you achieved this year. Most of us set goals but we don’t always achieve them. Why not? It may be helpful to look at research findings on goal-setting theory to get some answers.
Goals provide what Locke & Latham (2002) call “motivational impetus”. In other words, they influence performance by:
- Directing attention and action
- Mobilizing energy expenditure and effort
- Prolonging effort over time (persistence)
- Motivating the individual to develop clear focused strategies
Most of the motivation in goal achievement comes from the progress towards the goal, rather than the final achievement of the goal itself. The individual adjusts their behaviours in line with any discrepancy and it is this corrective action that provides the motivational impetus. This behavioural adjustment has been described as a “self-regulation loop” (Carver and Scheier, 1998). So, action leads to motivation, not the other way round. Don’t wait to be motivated to begin a task: start it and then you will feel motivated to continue.
People are more likely to achieve their goals when these factors are present:
- The goal is specific, so that people can shape their behaviour with a clear intention. Not “try harder.” That’s why goals should be SMART.
- The individual needs to be committed to their goals, particularly when they are difficult. Difficult goals lead to higher performance than easy goals as long as they have been accepted by the person trying to achieve them. Individuals should participate in setting goals (rather than just be given targets).
- Regular and specific feedback needs to be given so the individual has knowledge of their results along the way. They can adjust their behaviours in order to keep on track, building confidence and self-efficacy. Annual or six monthly goal-setting without much scrutiny in between is far less likely to be effective than regular performance feedback throughout the period.
So, commitment, feedback, specificity and difficulty are all vital parts of goal-setting.
The three main reasons why people don’t achieve their goals are alleged to be resource depletion (they don’t have the capability), goal conflict (personal and organisational goals don’t correlate) and inadequate feedback/tracking. (Persaud, 2005).
To build their confidence and resourcefulness, encourage your team to ask themselves:
- “What do I do that stops me from doing a better job?”
- “What do I need to do in order for me to improve my performance?”
Of course, there is only so much a Manager can do. An individual’s characteristic tendency to be concerned (or not) with learning, performance and goal achievement influences the extent to which goal setting affects his or her behaviour. Do the psychometric tests you use identify these characteristics?
I would love feedback on what works and doesn’t work for you. And of course, please forward this to others in your network or organisation who would find it helpful.
Have a very happy Christmas and thanks from me, Benedicte, Sarah and Nella for your support this year.