Motivational Theory of Goal Setting
Goal setting can be an effective means of motivation for achieving a desired outcome, whether in your personal life or in business. Developed by organizational theorists in the 1960s, goal setting theory has become one of the most popular and pervasive theories of motivation.
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History
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During the first half of the 20th century, three primary motivational theories held sway. The Drive Theory reasoned that people are motivated by an inherent drive to meet physiological needs, such as the need for security or sustenance. The Reinforcement Theory argued that people are motivated by behavioral reinforcements, including praise from an authority figure or a paycheck from work. The Subconscious Motives theory posited that people are motivated by subconscious desires and intentions. In the mid-1960s, organizational theorists Edwin A. Locke and Gary P. Latham set out to challenge these prevailing theories by developing the motivational theory of goal setting.
Description
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Locke and Latham argued that people act purposefully and consciously in pursuit of desired goals. Described as a cognitive theory or a process theory, the motivational theory of goal setting does not see people as being subject to unconscious or predetermined factors. Instead, goal setting theory views people as active free agents who make autonomous choices and decisions. Other similar motivational theories that developed during the 1960s and 1970s include the Expectancy Theory, which posits that people are motivated by their expectations of probable outcomes and the Equity Theory, which similarly holds that people are motivated by the expectation of fair rewards.
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Application
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Goal setting theory uses goals as the primary method of motivation. These goals may be performance goals, focusing on a particular outcomes or achievements, or these goals may be process goals, focusing on learning or understanding a procedure or task. Regardless of the type, though, these goals need to be accepted by the individuals involved. These goals must be understandable regarding the task and time frame, and challenging but attainable. These three qualities are necessary for the goals to serve as effective motivators.
Considerations
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In addition to being acceptable, understandable and challenging, goals should be accompanied by ongoing feedback as well. Feedback enables those pursuing goals to know whether their efforts have been effective or need to be increased. Feedback can also help them to know how to further improve their performance. Goals need to be accompanied by the ongoing support of key peers and authority figures. Like feedback, support from others helps to encourage and strengthen an individual's commitment to the designated goals.
Limitations
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The motivational theory of goal setting can be applied with considerable success, but a number of factors can also limit its effectiveness. An individual's motivation and commitment to goals may decrease if the goals are enforced through coercion. If goals are not reinforced through feedback and support, commitment to and motivation for the goals diminishes over time. If a goal is perceived as unattainable or unimportant, then individuals rarely will be motivated toward or committed to the goal. The most effective goals are those that are developed collaboratively by the individuals involved, given support and assistance throughout the goal process, and understood as important and achievable.
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