Transcript The Retention Process - University of Washington

Goal Setting
Goal Theory
Behavior is linked to intentions/goals
 When given goals, performance increases
 Goals enhance satisfaction with work and
work outcomes
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How Do Goals Work?
They arouse action: gaps
 They focus attention on the gap
 They provide benchmarks
 They stimulate planning
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Required actions
Proximal/distal goals
Satisfaction through
accomplishment/achievement
How To Set Effective Goals
(SMART)
Specific (vs. “Do your best”)
 Employee Factors
– Equity
 Measurable
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E.g. “need more commitment”
Agreed-upon
 Realistic/feasible
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But CHALLENGING
Time period/cost
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 Historical
(can’t
take away)
 Comparisons
Personal Needs
linked to age,
gender, marital
status, dependents
What Does a Goal Look Like?
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To (action or accomplishment verb) (performance
indicator) (standard) by (date) at (cost).
Examples:
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To maintain average occupancy rates for all rental units above an
average of 90% for each month in 1999, within departmental
budget.
To fully implement a new performance appraisal scheme for all
departmental staff by 30 August, 1999, at a cost not to exceed
$330,000.
To reduce average processing costs per client to $400 by 1 March
1999 and maintain for the remainder of the year.
To earn a grade of 3.7 or better in HRMOB 570.
Setting Goals For Others
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Specify the general objective or tasks to be
performed.
Specify how the performance will be measured.
Specify the standard or target to be reached.
Specify the time frame involved.
Prioritize goals.
Rate goals as to their difficulty and importance.
Determine coordination requirements-adjusting
for individual and group level performance.
Specific goals reduce ambiguity
surrounding what an employee is
supposed to do.
Goals should be set just a little
beyond what a person can
realistically achieve to maximize
motivation.
Hard goals are more likely to be
perceived as challenging rather
than impossible if the individual
has a university degree.
Participation reduces employee
commitment to goals.
Feedback on goal progress is best
if self-generated.
Everything an employee does on
his or her job can and should be
quantified and have a goal set for
it.
Coming up short in trying to
achieve a difficult goal should be
evaluated more positively than
fully achieving an easy goal.
Managers are able to facilitate
employee goal attainment.
People accept goals more readily
when the goals are tied to
rewards they desire.