Locke's Goal Setting Theory

Understanding SMART Goal Setting

Goal setting is a powerful way of motivating people, and of motivating yourself. The value of goal setting
is so well recognized that entire management systems, like Management by Objectives, have goal setting
basics incorporated within them.

In fact, goal setting theory is generally accepted as among the most valid and useful motivation theories
in industrial and organizational psychology, human resource management, and organizational behavior.

Many of us have learned - from bosses, seminars, and business articles – to set SMART goals. It seems
natural to assume that by setting a goal that's Specific, Measurable, Attainable, Relevant, and Time-
bound, we will be well on our way to accomplishing it.

But is this really the best way of setting goals?

To answer this, we look to Dr Edwin Locke's pioneering research on goal setting and motivation in the
late 1960s. In his 1968 article "Toward a Theory of Task Motivation and Incentives," he stated that
employees were motivated by clear goals and appropriate feedback. Locke went on to say that working
toward a goal provided a major source of motivation to actually reach the goal - which, in turn, improved
performance.

This information does not seem revolutionary to us some 40 years later. This shows the impact his theory
has had on professional and personal performance.

In this article, we look at what Locke had to say about goal setting, and how we can apply his theory to
our own performance goals.

Goal Setting Theory

Locke's research showed that there was a relationship between how difficult and specific a goal was and
people's performance of a task. He found that specific and difficult goals led to better task performance
than vague or easy goals.

Telling someone to "Try hard" or "Do your best" is less effective than "Try to get more than 80% correct"
or "Concentrate on beating your best time." Likewise, having a goal that's too easy is not a motivating
force. Hard goals are more motivating than easy goals, because it's much more of an accomplishment to
achieve something that you have to work for.

A few years after Locke published his article, another researcher, Dr Gary Latham, studied the effect of
goal setting in the workplace. His results supported exactly what Locke had found, and the inseparable
link between goal setting and workplace performance was formed.

In 1990, Locke and Latham published their seminal work, "A Theory of Goal Setting and Task
Performance." In this book, they reinforced the need to set specific and difficult goals, and they outlined
three other characteristics of successful goal setting.

Five Principles of Goal Setting

To motivate, goals must have:

Let's look at each of these in detail.

1. Clarity
Clear goals are measurable and unambiguous. When a goal is clear and specific, with a definite
time set for completion, there is less misunderstanding about what behaviors will be rewarded.
You know what's expected, and you can use the specific result as a source of motivation. When a
goal is vague – or when it's expressed as a general instruction, like "Take initiative" – it has
limited motivational value. 

To improve your or your team's performance, set clear goals that use specific and measurable
standards. "Reduce job turnover by 15%" or "Respond to employee suggestions within 48 hours"
are examples of clear goals. 

When you use the SMART acronym to help you set goals, you ensure the clarity of the goal by
making it Specific, Measurable and Time-bound.

2. Challenge
One of the most important characteristics of goals is the level of challenge. People are often
motivated by achievement, and they'll judge a goal based on the significance of the anticipated
accomplishment. When you know that what you do will be well received, there's a natural
motivation to do a good job. 

Rewards typically increase for more difficult goals. If you believe you'll be well compensated or
otherwise rewarded for achieving a challenging goal, that will boost your enthusiasm and your
drive to get it done. 

Setting SMART goals that are Relevant links them closely to the rewards given for achieving
challenging goals. Relevant goals will further the aims of your organization, and these are the
kinds of  goals that most employers will be happy to reward.

When setting goals, make each goal a challenge. If an assignment is easy and not viewed as
very important – and if you or your employee doesn't expect the accomplishment to be significant
– then the effort may not be impressive.

Note:
It's important to strike an appropriate balance between a challenging goal
and a realistic goal. Setting a goal that you'll fail to achieve is possibly
more de-motivating than setting a goal that's too easy. The need for
success and achievement is strong, therefore people are best motivated
by challenging, but realistic, goals. Ensuring that goals are Achievable or
Attainable is one of the elements of SMART.

3. Commitment
Goals must be understood and agreed upon if they are to be effective. Employees are more likely
to "buy into" a goal if they feel they were part of creating that goal. The notion of participative
management rests on this idea of involving employees in setting goals and making decisions. 

One version of SMART - for use when you are working with someone else to set their goals - has
 A and R stand for Agreed and Realistic instead of Attainable and Relevant. Agreed goals lead to
commitment.

This doesn't mean that every goal has to be negotiated with and approved by employees. It does
mean that goals should be consistent and in line with previous expectations and organizational
concerns. As long as the employee believes the goal is consistent with the goals of the company,
and believes that the person assigning the goal is credible, then the commitment should be
there. 

Interestingly, goal commitment and difficulty often work together. The harder the goal, the more
commitment is required. If you have an easy goal, you don't need a lot of motivation to get it
done. When you're working on a difficult assignment, you will likely encounter challenges that
require a deeper source of inspiration and incentive. 

As you use goal setting in your workplace, make an appropriate effort to include people in their
own goal setting. Encourage employees to develop their own goals, and keep them informed
about what's happening elsewhere in the organization. This way, they can be sure that their goals
are consistent with the overall vision and purpose that the company seeks. 

4. Feedback
In addition to selecting the right type of goal, an effective goal program must also
include feedback. Feedback provides opportunities to clarify expectations, adjust goal difficulty,
and gain recognition. It's important to provide benchmark opportunities or targets, so individuals
can determine for themselves how they're doing.

These regular progress reports, which measure specific success along the way, are particularly
important where it's going to take a long time to reach a goal. In these cases, break down the
goals into smaller chunks, and link feedback to these intermediate milestones. 

SMART goals are Measurable, and this ensures that clear feedback can be provided.

With all your goal setting efforts, make sure that you build in time for providing formal feedback.
Certainly, informal check-ins are important, and they provide a means of giving regular
encouragement and recognition. However, taking the time to sit down and discuss goal
performance is a necessary factor in long-term performance improvement. See our article on
Delegation for more on this.

5. Task Complexity
The last factor in goal setting theory introduces two more requirements for success. For goals or
assignments that are highly complex, take special care to ensure that the work doesn't become
too overwhelming.

People who work in complicated and demanding roles probably have a high level of motivation
already. However, they can often push themselves too hard if measures aren't built into the goal
expectations to account for the complexity of the task. It's therefore important to do the following:

 Give the person sufficient time to meet the goal or improve performance.
 Provide enough time for the person to practice or learn what is expected and required for
success.

The whole point of goal setting is to facilitate success. Therefore, you want to make sure that the
conditions surrounding the goals don't frustrate or inhibit people from accomplishing their objectives. This
reinforces the "Attainable" part of SMART.
Key points:

Goal setting is something most of us recognize as necessary for   

By understanding goal setting theory, you can effectively apply the

Use clear, challenging goals, and commit yourself to achieving them. Provide feedback on goal
performance. Take into consideration the complexity of the task. If you follow these simple rules, your
goal setting process will be much more successful, and your overall performance will improve.