Goal Setting Theory: What It Implies for Strategic Human Resource Development

Abstract

Among numerous motivational theories, goal setting theory particularly can serve strategic human resource development practices. The goal-setting theory suggests that organizational goals have to be communicated clearly and the goals need to be specific enough. Another feature of goal-setting is that they need not be too easy or perceived to be impossible to fulfill. SHRD personnel should keep in mind that some employees prefer to work individually toward fulfilling a goal, while others prefer to work in groups. Depending on the nature of the task, employee group or individual work preference should be in accord with the goals. Employee self-efficacy perceptions, too, play a role in identifying appropriate goals. People with high self-efficacies, could find a particular goal to be challenging, and thus, feel more motivated to achieve, or too easy and thus, lose spirit. Another important aspect of goal-setting theory is the employee setting examples for their colleagues. Constructive feedback from supervisors also helps employees achieve the set goals better. Last, but not least, the cultural diversity of the current workplace requires HRD personnel to be sensitive toward the needs of the diverse employees