Performance goals: from concept to reality (original) (raw)
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PRACTICAL APPLICATIONS OF GOAL-SETTING THEORY TO PERFORMANCE MANAGEMENT
2000
Performance management involves all the initiatives managers undertake to guide and motivate high performance. Such initiatives have traditionally focused on providing formal performance appraisals, rewards and recognition for high performance, as well as taking remedial action to address performance deficiencies. Performance management can also facilitate adaptability and continually improving performance in rapidly changing contemporary workplaces. To do so, however, traditional periodic performance appraisal initiatives need to be supplemented by ongoing performance coaching .
A Comprehensive Analysis on Managing Business Goals and Objectives
JMSS, A2Z Journals, 2021
Goals and objectives that are well-chosen guide a fledgling firm on the correct path and keep an established business up and running. Business objectives are an important element of creating priorities and positioning your firm for long-term success. Setting company goals and developing separate targets to assist you to achieve each goal will substantially improve your capacity to attain those goals. Here, we look at the concept of a business goal, the distinction between a business goal and an objective, as well as some recommendations and examples of short and long-term company goals. Goals define where you want to go and when you want to get there. They may help you enhance your company's overall performance, whether you want to gain market share or enhance customer service, for example. The more precisely you describe your objectives, the more likely you are to follow through and achieve what you set out to do in the first place. The exact measures you and your organization must take in order to accomplish each of your goals are known as objectives. They spell out exactly what you must do and when you must do it.
Institutions and sub-organizations that manage public funds show differences in many aspects, whether taking into account their tasks, financing, or structure. The difference is even greater when looking at an overview of organizations operating in the competitive sector. However, performance, its measurement and the management of changes based on these are the main characteristics of quality-oriented management. The issue is furtherly complicated by the topic of sustainability and its measurement ability and capacity. For the sake of sustainability, not only business processes but also administrative organizations must strive for excellence today. This is supported by the fact that the functioning of a value-oriented organization, and the development of its processes in accordance with it, can be characterized by a strategic perspective (that is, long-term targeted goals) and a “customer-oriented” approach. It would be too simplistic to assume that by measuring everything adequately and accurately, we can approach the authentic analysis and evaluation of performance, as in the case of a multinational giant, for example, this comprehensive and detailed coverage unnecessarily complicates the measurement system and inevitably leads to obstacles and errors. Based on professional approaches, good performance and the path to achieving it, as well as maintaining the results achieved, can be broken down into parts and, as such, we can strive to improve the whole by optimizing the parts. However, it is also a fact that the improvement of individual parts often contradicts each other, that processes can become dependent or even divergent, so perhaps we can achieve the most if we follow these from multiple dimensions, according to multiple points and principles, and consider the quality of the whole, as a unit, as a superior principle of part optimization. One significant element of this is that management defines and manages conscious action, that is, measures, then defines the expected in relation to reality: plans; directs the change process; measures the results; analyzes the effects; and at the same time places information in a decision-making hierarchy for the functioning and task fulfillment of the organization. This is also characterized by the maintenance of performance and the guarantee of sustainability. In the processes of public service institutions, if we want to identify the criteria for expected performance, starting from the social usefulness and the concept of good governance - that is, why it is important to provide tasks in the most convenient and qualitative way - we will get to the importance of good organization management, efficient and efficient operation, quality management, creation of added value, and professional activity. Through the measurement of processes and the management of changes and the sustainability of goals. (In the public sector, performance is interpreted in the 3E or 4E framework, that is, economy, efficiency, effectiveness, and equity give a deep segmentation of performance. ) In the competitive sector, apart from the profit-oriented goal system, performance is determined by the expectations of the market, social, ecological, or political-legal environment, its adaptation, and not only its momentary state but its sustainability. Performance can only be expressed in one or a few specific indicators or parameters in the rarest cases. Even in the most streamlined profile organizations, we are talking about a more complex problem. This study, starting from this thought, shows how performance management, a management tool (usually organizational measurement), its trained and applied model (GAP: Gain Advanced Performance) can be connected in practice, how a set of points represented in a competitive sector and a theoretical model of an administrative organization can be made accessible with what approach, and how this can contribute to the efficiency of organizations in terms of state and shareholder expectations.
On Establishing Legitimate Goals and Their Performance Impact
Journal of Business Ethics, 2017
We investigate the role of legitimacy in setting organizational goals as a way to address the potential ''dark,'' unethical side of organizational goal setting. Coupling qualitative and quantitative research methods to better understand legitimacy in goal setting, we first induce novel hypotheses based on observed practice and then provide survey evidence to test the performance implications. Study 1 reports findings based on interviews with twenty-two company executives. We identify attention to goal credibility, prioritization of stakeholders directly involved in the goal's attainment when setting goals, and communication openness regarding goals, as well as their combination, as being important to organizational performance outcomes. Study 2 determines whether these three practices and their interaction predict performance using a survey conducted with 522 companies across four countries. Among other findings, we contribute to the organizational goal setting literature by showing that higher organizational performance is associated with the amount of priority given to the key actors (typically employees) directly involved with the goal's attainment. We also find a positive interaction between attention to goal credibility, key actor (employee) importance, and communication openness on financial performance and non-financial goal attainment. Our work takes an initial step toward understanding how organizations can better shape the legitimacy of organizational goals for improved organizational performance and reduced unethical behavior.
ORGANIZATIONAL GOALS: A THEORETICAL EXAMINATION ON CLASSIFICATION, OUTPUTS AND ANTECEDENTS
The basic instrument needed by the organizations to sustain their functioning and survival is organizational goals. Organizational goals are a significant basic concept that shapes the future of the organizations in a sense. Meanwhile, organizational goals are an important parameter in respect of increasing efficiency and performance at the organizational level. In this sense, it can be thought of as a necessary stage to help organizational goals be determined and understood and to predict the strategies and behaviors to be developed at the organizational level in the future. This study aims to discuss and evaluate the available theoretical and empirical evidence about organizational goals at the organizational level and to make a contribution to organizational studies. On the other hand, in this study, theoretical approaches for the organizational goal paradigm within the scope of organizational studies, types of organizational goal classification, and analysis of organizational goals in terms of the outputs and antecedents of organizational goals are addressed as a systematic process. Thus, an analysis was preferred based on goal types classified paradigmatically for outputs and antecedents within the scope of organizational goals. Additionally, the structure of organizational goals needs to comply with the quality of the decisions made within the context of motivation, commitment and performance outputs in terms of individuals and groups at the organizational level. In this sense, the structure of the organizational goal mechanism should be explained, and it should be discovered how suitable the selected strategy is for the structure of the organization and how much it helps with the determination of the general goals at the organizational level. Moreover, in this study, the multidimensional variable structure of organizational goals was put forward, and the structure of organizational goals in association with individual and group levels was emphasized to be related to the goals at the organizational level. Accordingly, we can state that the individual or group performance obtained within the framework of organizational goals change as a reaction given by organizational goals at the changes in internal and external environments according to the outputs.
Empirical Study on Corporate Goal Formulation
1981
This research attempts to provide some insights as to what types of goals are adopted and how these goals are established in small and large companies. The major findings of this study are briefly as follows: (1) large companies set their corporate goals after broad involvement of divisional managers, whereas small companies have owner-established goals, (2) the different functional departments are quite receptive to the corporate goals adopted, and (3) profit is the most important and most frequently adopted goal in small and large companies.Business Administratio
Performance-approach goals: good or bad forms of regulation?
International Journal of Educational Research, 2003
At present, there is disagreement among achievement goal theorists regarding the beneficial or inimical nature of performance-approach goals. This article evaluates performanceapproach goals using three criteria: empirical, theoretical, and meta-theoretical (values/ beliefs). On the basis of these criteria, we conclude that performance-approach goals may be construed in both positive and negative terms, and that one's opinion of these goals is likely to be based in which evaluative criteria one highlights. At the end of the article, we offer our own opinion of how educators should view performance-approach goals.
Goal Setting and Performance Management in the Public Sector
International Public Management Journal, 2008
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Target Setting for Operational Performance Improvements - Study Case
International journal of strategic management, 2022
Improving operational performance is grounded in setting the desired targets for operative and eventually financial performance. When additional ethical targets are involved, target setting for sustainability goals must extend beyond the boundary of the firm. This case study on a sound system producer takes students through a usual process of implementing operational measures and targets in a Balanced Scorecard (BSC), and gauging its impact on different measures of income. In addition, they need to analyze a code of conduct that plays a pivotal role in choosing a new house bank that will support hem in further enacting their business plans. Opinions voiced in this case carry no judgement, but are intended to spark classroom discussion.