All organizations share a primary goal: Success. In achieving success, organizations must first establish goals that are attainable, and then track these goals by examining employees’ actions and results (Locke, 1968). Moreover, most organizations see a dramatic increase in employee performance when they effectively set individual employee goals and closely tie them to the company’s overall strategy (Northouse, 2013).
The process of setting goals should be a collaborative process between employees and leaders. Whether writing long- or short-term goals, it is highly recommended that leaders use the S-M-A-R-T approach to setting goals (Northouse, 2013). As such, it is important that leaders set specific goals for employees. Well-defined goals inform employees exactly on what is expected, when, and how much expected from each employee (Latham, 1975). With specific goals, leaders can measure employee progress toward goal completion. Measurable goals provide milestones to track progress as well as to motivate employees towards goal success (Locke, 1968). Accordingly, success can only be achieved when leaders set goals that are not too high nor too low, but attainable for the average individual employee to complete. In doing this, leaders should focus on setting goals that will ultimately benefit their organizations success. Lastly, when setting goals, leaders must allow enough time for their employees to achieve these goals, but not too much time to undermine performance (Latham, 1975).
Leaders that clearly understand the significance of goal setting and how they play an important role in developing goals, will ultimately lead a more successful team in their work environment. Additionally, organizations must acknowledge and connect their achievements to their leaders abilities to develop, track and communicate goals to their teams. Although, developing and tracking SMART goals can be difficult at times, it is important that leaders always align their employees goals with organization objectives, and make all efforts to measure their teams success (Northouse, 2013).
References:
Locke, E. A. (1968). Toward a theory of task motivation and incentive. Organizational Behavior and Human Performance, 3, 157-189.
Latham, G. P., & Baldes, J. J. (1975). The practical significance of Locke’s theory of goal setting. Journal of Applied Psychology, 60, 122-124.
Northouse, P.G. (2013). Leadership: Theory and Practice. Los Angeles: Sage Publications. ISBN 9781452203409