MOTIVATIONAL THEORY
Motivational Theory Assignment: Goal-Setting Theory
Julieanne George
School of Doctor of Strategic Leadership, Liberty University
Author Note
By submitting this assignment, I attest this submission represents my own work, and not
that of another student, scholar, or internet source. I understand I am responsible for
knowing and correctly utilizing referencing and bibliographical guidelines.
MOTIVATIONAL THEORY
Abstract
Growths of organizations rely on the manager’s ability to create goals and motivation to
engage employees in achieving key performance indicators (KPI). First, a manager must
understand their job role within the organization to be able to correlate their management actions
to achievements. Next, managers must understand that KPI’s are achievable when they (the
manager) understand how to create successful goals alongside a keen focus of employee
accountability, which can be created with utilization of the goal-setting theory. Successful goal
setting is successful when a manager is able to build up and motivate the team with
encouragement, positive feedback as well as growth opportunities. Managers understand the
basic operational function of goal-setting theory, motivational context for implementation
alongside the knowledge of positives and negative impacts of theory use. Due to the need to
utilize the goal setting theory in in a manner that is successful, managers must have a keen eye
for goal classification to create a framework for achievement. Integration of biblical operational
context allows for supportive analysis and implementation of the goal-setting theory. Historical
approaches allow for managerial understanding of how to implement successful actions to
achieve outcomes through employee motivation to meet organizational KPI’s.
Keywords: Goals,Management, Motivation, Framework, Biblical, Goal-Setting Theory
MOTIVATIONAL THEORY
Introduction
Achieving a highly reliable team can be directly correlated to a manager’s ability to
engage their employees. Successful management is obtained through the ability to achieve an
organizational key performance indicator (KPI) with efficient planning, and then successful
employee implementation to meet goals and metrics (Jones & George, 2019, p. 5). The process
of goal setting for managers relies on their ability to utilize resources in which a framework is
created to engage and motivate employees. A manager’s ability to achieve goals by fully
engaging their employee’s skills allows for organizational KPI’s successfully move forward. A
must learn how to motivate employees or failure to be productive will result. Understanding each
employee’s motivation, skill set and driver allows for managers to successfully navigate goal
setting to meet organizational KPI’s.
Goal-Setting Theory of Motivation
The evolution of successful management is a result of high productivity, high performing
employees and clear goals that are set to meet organizational metrics. Managers that choose to
use the goal-setting theory motivates their employees through aligning employee output and
productivity through clearly aligned directions that correlate directly to organizational KPI’s or
goals (Jones & George, 2019, p 301). Utilization of the goal-setting theory supports a manager’s
ability to predict performance of employees, which is proven to continually improve when the
goal set achieves the monetary return (Aarts, 2019). As employees continue to see the
advantages and results of their productivity, the goals begin to be created through the conscious
decisions and drive of the employees (Aarts, 2019). Overall, the outcomes and results are
directly correlated to how well the goals are set by the manager.
Purpose of Goal-Setting Theory
MOTIVATIONAL THEORY
The purpose of the goal-setting theory is to support organizational outcomes. The
generalization and impact of performance with employees can be measures through defined tasks
within the settings within the organization (Kehr, 2019). The relationship that managers have
with their employees can lead to increased motivation, high performance and productivity.
Managers also use these relationships in an evolutionary process in which goals are constantly
improving as employees continue to provide high performing outcomes aligning with
organizational goals.
There is conflict around the utilization of goal setting theory. Managers many not believe
that all organizations need to have goals to create highly productive and highly reliable
employees (Kehr, 2019). The information that managers obtain from the organization can lead to
goal directed behaviors which create outcomes related to actions, but does not have specific
goals attached to the function of each employee (Aarts, 2019). On the contrary, it is believed that
organizations that set goals for basic functionalities and performance are noted to have improved
engagement and higher employee satisfaction (Shoaib & Kohli, 2017).
Strength and Weaknesses of Goal-Setting Theory
Inherent strengths that accompany the goal-setting theory are employee engagement, high
performance and motivation. The key concept behind the functionality of the goal-setting theory
and the why this theory is so successful correlates to the power a manager has to create employee
motivation as well as improve overall work productivity which changes employee mindsets to
improve performance to achieve goals (Ogbeiwi, 2021). Employees will create framework to be
successful once a manager clearly defines goals. Employees who are engaged and motivated will
continue to work harder through the motivation. There is direct correlation between the goal-
setting theory and employee engagement in relation to high performance (Shoaib & Kohli,
2017).
MOTIVATIONAL THEORY
The goal-setting theory has clear weakness related to a manager’s ability to create strong
goals that not just empower and motivate the employees, but also meet organizational KPI’s.
Creating goals that are misunderstood with no clear communication of the “why” or rationale
behind the goal creates inconsistency within your employees through lack of motivation and trust
based on poor communication (Locke & Latham, 2020). Goals that have an educational
component are noted to be minimally effective based on the cognitive abilities and mindset of
the employees (Locke & Latham, 2020). Goals that lack alignment with the organizational key
performance indicators decreased productivity as well as financial return.
Summary of Effectiveness
The goal-setting theory when implemented by managers with clear, concise alignment of
organizational key performance indicators can engage employees to create environments that are
highly productive and highly reliable through increased motivation and satisfaction of the
employees. The goal-setting theory has an amazing impact on the employee and manager
relationship which strengths the employees dedication to work harder through the reward of
achieving goals (Shoaib & Kohli, 2017). This integrated (manager and employee) goal-setting
process continues to create successful productivity and reliable outcomes for organizations,
which is reflected within employee engagement and satisfactions scores (Ogbeiwi, 2021).
Theory Evaluation from Scripture
It is clear that goal-setting theory is successful when managers create a structure around the goals
of the organization. As King David lay dying, he provides clear goals for his son Solomon who
will be assuming the role of King (Merida, 2015). The goal setting theory creates a framework to
create a motivation for employees, but also communicate clearly the reason behind the actions
and/or goals. King David clearly provided Solomon with goals. The first goal was to “Obey
MOTIVATIONAL THEORY
God’s word”, the clear communication of rationale behind this goal was “so that you will have
success in everything you do and wherever you turn” (Merida, 2015). The second goal that King
David outlines for Solomon is around managing his enemies to ensure his dynasty is everlasting.
Both goals that King David set for Solomon were based on theoretical organizational or kingdom
outcomes. Outlining clear expectations or goals for Solomon create motivation for Solomon to
achieve the goals and continue to strive harder for more rewards. Striving harder in relation to
goal setting creates a motivation for effectiveness (Ogbeiwi, 2021). This aligns with the actions
and goals that King David was creating.
Conclusion
Goal-setting theory allows for managers to create a framework with achievable and
challenging goals that motivates employees. The motivation and satisfaction that employee’s
achieve in relation to these goals creates outcomes that are highly reliable and productive which
translate into increase monetary gains for the organization. In order for a manager to be
successful, they must be flexible, communicate effectively and be trusted by their employees.
This relationship is established through managers getting to know their employees in an
authentic manner. Aligning with scripture, to achieve entrance to the heavenly kingdom, one
must achieve the goals set forth which as King David stated, “Obey God’s word” (Merida,
2015). Goal-setting theory allows for managers to create achievable goals to meet organizational
key performance indicators while also increase employee motivation and satisfaction.
References
MOTIVATIONAL THEORY
Aarts, H. (2019). Goal setting theory and the mystery of setting goals.BMotivation Science,B5(2),
106-107.Bhttps://doi.org/10.1037/mot0000130
Jones, G. R., & George, J. M. (2021).BEssentials of contemporary management. McGraw-
Hill/Irwin. 9th edition. ISBN: 9781260261530.
Kehr, H. M. (2019). Goal setting theory-firmly entrenched, but narrow in its focus.BMotivation
Science,B5(2), 110-111.Bhttps://doi.org/10.1037/mot0000132
Locke, E. A., & Latham, G. P. (2020). Building a theory by induction: The example of goal
setting theory.BOrganizational Psychology Review,B10(3-4), 223-
239. https://doi.org/10.1177/2041386620921931
Merida, T. (2015)BExalting Jesus in 1 and 2 KingsB(Christ-Centered Exposition Commentary).
B&H Publishing Group. ISBN:B9780805496703.
Ogbeiwi, O. (2021). General concepts of goals and goal-setting in healthcare: A narrative
review.BJournal of Management and Organization,B27(2), 324-341.
https://doi-org.ezproxy.liberty.edu/10.1017/jmo.2018.11
Shoaib, F., & Kohli, N. (2017). Employee engagement and goal setting theory.BIndian Journal of
Health and Wellbeing,B8(8), 877-880.
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