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1 – 10 of over 175000Edna M. White and Benito Flores
This paper addresses the importance of goal setting in the operations function. The importance of goal setting and its possible role in the implementation and operation of…
Abstract
This paper addresses the importance of goal setting in the operations function. The importance of goal setting and its possible role in the implementation and operation of production systems is considered with particular emphasis on Material Requirements Planning (MRP). It has been argued that an operative goal setting process can improve employees' performance in any area of the organisation. Likewise, companies with a high‐level MRP system are expected to show high performance levels. This paper offers empirical support for these claims and further argues that the combination and interaction of the two processes results in synergistic effects. To support these arguments the paper draws on both theoretical studies and the results of a small regional survey.
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Yuho Okita, Takao Kaneko, Hiroaki Imai, Monique Nair and Kounosuke Tomori
Goal setting is a crucial aspect of client-centered practice in occupational therapy (OT) for mental health conditions. However, it remains to be seen how goal-setting has been…
Abstract
Purpose
Goal setting is a crucial aspect of client-centered practice in occupational therapy (OT) for mental health conditions. However, it remains to be seen how goal-setting has been delivered in mental health, particularly the OT process. The purpose of this scoping review was to explore the nature and extent of goal setting delivered in mental health and informed OT practice.
Design/methodology/approach
The authors followed the guidelines of Arksey and O’Malley (2005) and searched three databases using key search terms: “mental disorder,” “goal setting,” and “occupational therapy” and their synonyms.
Findings
After excluding duplicate records, the authors initially screened 883 records and resulted in 20 records in total after the screening process. Most of the identified articles used goal-setting delivered by both a health professional and a client (n = 14), and focused on people with schizophrenia or schizoaffective disorder (n = 13), but three interventions were delivered by occupational therapists. Further research needs on goal-setting in mental health OT, exploring the reliability and validity of different goal-setting strategies and investigating the effectiveness of goal-setting for promoting behavior change and client engagement across various mental health conditions and settings.
Research limitations/implications
The scoping review has some limitations, such as not investigating the validity and reliability of goal-setting strategies identified, and excluding conference papers and non-English articles.
Originality/value
This scoping review presents a mapping of how goal-setting has been delivered in mental health and informed OT practice. The findings suggest limited research in OT and highlight the need for more studies to address the evidence gap in individualized client-centered OT.
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Xiaolin Ge, Haibo Yu, Qing Zhang, Shanghao Song and Siyuan Liu
As an increasingly important variable in the career field, career sustainability has received particular attention, yet few empirical studies have been conducted to examine its…
Abstract
Purpose
As an increasingly important variable in the career field, career sustainability has received particular attention, yet few empirical studies have been conducted to examine its antecedents. The authors propose a moderated mediation model based on the goal-setting theory and the wise proactivity perspective for exploring when and how self-goal setting can influence career sustainability.
Design/methodology/approach
The authors use a time-lagged design and collect three waves of data from 1,260 teachers in basic education schools in China. The authors test the proposed hypotheses with SPSS 26.0 and Mplus 8.3.
Findings
The results show that self-goal setting positively relates to career sustainability and that career crafting plays a mediating role in this relationship. This relationship is strengthened when perceived organizational goal clarity is high.
Originality/value
The authors extend the application scenarios of the goal-setting theory to the field of career research and find out that self-goal setting is also a self-initiated and wise antecedent of career sustainability. From a wise proactivity perspective, the authors examine the mediating mechanism of career crafting to make positive career outcomes. Furthermore, the authors consider the impact of perceived organizational goal clarity as a boundary condition and broaden the understanding of “when to wise proactivity” from the goal-setting theory.
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Yan Jiang, Weihan Lin, Xiaoshan Huang, Lian Duan, Yihua Wu, Panpan Jiang and Xingheng Wang
The purpose of this study is to propose and examine an integrated learning model for improving training effectiveness in workplace learning. Specifically, this study investigated…
Abstract
Purpose
The purpose of this study is to propose and examine an integrated learning model for improving training effectiveness in workplace learning. Specifically, this study investigated the effect of achievement goal-setting intervention across three groups of new employees from a multinational medical company. During a three-day remote training program, the role of each achievement goal orientation (AGO) in goal setting intervention and their relations with trainees’ applied learning strategies were examined. This study proposed and validated an integrated training model for improving remote workplace learning effectiveness.
Design/methodology/approach
This study was based on two data sources, the pre- and posttests scores; time on task (deep learning: completing reflective practice) and time on content learning (surface learning: watching tutorials) retrieved from an adaptive learning platform. A total number of 133 participants were recruited in this study, and they were randomly assigned to three interventional groups. The intervention was grounded from the AGO theory and goal setting theory. A series of statistical analysis were conducted to examine the effect of each type of achievement goal setting as a prompt for new employees’ learning behavior and performance.
Findings
Results indicated that setting mastery goal at the beginning of the training program leads to productive learning outcomes. Compared with the groups being required to set performance goal (final rank) or not to set any goal for the training purpose, trainees’ who were assigned to set a mastery goal (final performance score) performed statistically significantly higher than the other groups. Additionally, learners who set mastery goal spent higher proportion of time on deep learning than learners from the other groups. The results proved mastery goal setting as an effective prompt for boosting workplace learning effectiveness.
Practical implications
Organizations and institutions can take setting mastery approach goals as a prompt at the beginning of the training to increase learning effectiveness. In this way, trainees are promoted to apply more deep learning strategies and achieve better learning outcomes while setting mastery goal for their training purpose.
Originality/value
To the best of the authors’ knowledge, this study was the first to combine the intervention of goal setting and types of AGOs into workplace learning. This study adds to previous research on goal setting theory and AGO theory for the practical application and proposes an effective model for learners’ adaptive remote learning. Findings of this study can be used to provide educational psychological insights for training and learning in both industrial and academic settings.
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The purpose of this study was to investigate how individual perceptions by employees of a goal‐setting program and personality traits influence job satisfaction and goal…
Abstract
Purpose
The purpose of this study was to investigate how individual perceptions by employees of a goal‐setting program and personality traits influence job satisfaction and goal commitment.
Design/methodology/approach
Using the German version of Locke and Latham's goal‐setting questionnaire, 97 production employees judged the quality of the goal‐setting program in their company with regard to content‐related problems of goals (e.g. goal clarity), process in dyad (e.g. supervisor support), and setting‐related aspects (e.g. rewards). Data were also collected on the participants' conscientiousness and neuroticism.
Findings
The results showed that job satisfaction is predicted by content and setting‐related aspects, whereas content‐related aspects affected goal commitment. Conscientiousness explained variance in goal commitment independent of individual perceptions of the goal‐setting program, whereas neuroticism affected job satisfaction indirectly via the perceptions of goal content.
Practical implications
Performance management programs that incorporate goals belong to the most widely used management techniques worldwide. The study provides evidence on critical success factors from the view of staff members, which helps to design or optimize current goal‐setting programs. Furthermore, the study implies practical consequences in terms of person‐job fit based on personality traits.
Originality/value
The study helps to build a more comprehensive picture of how content, process, and setting‐related perceptions of a goal‐setting program influence job satisfaction and goal commitment. In addition, it provides important insights into the processes through which individual differences affect work behavior.
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The purpose of this research is to empirically examine the efficacy of setting multiple goals targeting complex competencies with a variety of time horizons pursued across a…
Abstract
Purpose
The purpose of this research is to empirically examine the efficacy of setting multiple goals targeting complex competencies with a variety of time horizons pursued across a number of years. Most research conducted in the areas of goal setting examines an individual's ability to achieve a single goal targeting a simple skill or behavioral change within a short time period.
Design/methodology/approach
In this longitudinal study competency development is assessed over time periods ranging from nine months to four and half years and examined using both self‐reported change and behavior change demonstrated through critical incident interviews.
Findings
Progress over the study reveals that establishing learning goals is particularly important to the development of competencies. Subjects developed significantly more on competencies for which they set goals than on other competencies. They also demonstrated greater competency development when goals were remembered.
Research limitations/implications
Subjects were studied during a specific life change event – completion of an MBA program. Their particular education environment was designed to support and encourage change. It undoubtedly contributed to their development during the study. Results therefore may not generalize to broader populations. However, the results reveal clear implications for management education in both academic and corporate education settings.
Practical implications
This study highlights important elements in the development process that when included enhance competency development and provide insight into the mechanisms underlying intentional change theory.
Originality/value
The research evaluates the complexity and difficulty involved in competency development. It provides empirical evidence to support goal setting and intentional change theories.
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Marco António Arraya, René Pellissier and Isabel Preto
The purpose of this paper is to research factors like task-orientation and collectivism and to examine the relationship between them and goal-setting as research construct. This…
Abstract
Purpose
The purpose of this paper is to research factors like task-orientation and collectivism and to examine the relationship between them and goal-setting as research construct. This research investigates the phenomena of team goal-setting in a selected sports organisation. Therefore 49 players from three Portuguese elite male handball team were selected for the study.
Design/methodology/approach
Three well-known questionnaires were employed to determine the relationships between the above factors in a case setting. Task- and ego-orientation in Sport Questionnaire, the Jackson Psychological Collectivism Measure and the Goal-setting in Sport Questionnaire.
Findings
The results reveal that the team and players are task-oriented, collectivist and possessing professional and personal goal habits. The correlations between questionnaire outcomes indicate that, when the team wants to set goals, it should consider the players’ orientation and the team’s collectivism. Thus team goal-setting is more than only goal-setting, because of the need for task-orientation and collectivism.
Research limitations/implications
The research was conducted using three teams in a specific sports and thus cannot be generalised to the general sports environment. Yet, certainly the strength of the findings indicate that the results and conclusions may be used in a wider sports or business setting.
Practical implications
This research paper should provide managers and coaches with insight into the complexity of team goal-setting. It also should provide insight into the chosen process related to human resources.
Originality/value
The paper adds and demonstrates to the literature on team goal-setting the importance of task-orientation and collectivism as goal-setting mediators.
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Timothy C. Stansfield and Clinton O. Longenecker
To describe the conduct and outcomes of a field experiment in a US manufacturing facility using goal setting and feedback as productivity improvement tools.
Abstract
Purpose
To describe the conduct and outcomes of a field experiment in a US manufacturing facility using goal setting and feedback as productivity improvement tools.
Design/methodology/approach
Initial studies were conducted to determine a baseline of performance. A two‐month field experiment was utilized to test and measure productivity. The field experiment involved the implementation of changes to three manufacturing cells for a six‐week period and the training of supervisors and staff. Researchers performed the collection of data, implementation of changes and training of workers.
Findings
Findings suggest that goal setting and timely feedback will lead to improved work performance, greater efficiency, and the establishment of more challenging goals. In addition, findings suggest that information systems which facilitate goal setting and feedback are more effective than traditional supervision systems at improving performance.
Research limitations/implications
Several limitations of this study should be noted. First, the time frame for the intervention was limited to two months. A longer data collection period could ensure the longevity of the conclusions of this analysis. Second, all subjects received verbal feedback followed by the addition of graphic feedback. Therefore, sequence effects cannot be ruled out. On an overall basis, though, the findings of this study can clearly be applied to a wide range of manufacturing organizations
Practical implications
The study is useful for all managers seeking a competitive advantage through improved productivity. It provides significant insight into ways to improve productivity through the use of goal setting and performance feedback implemented by information systems.
Originality/value
This paper fulfills a need for insight into methods for improving productivity, as well as offering practical aid to managers in the manufacturing industry.
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The purpose of this paper is to explore why objective setting is often found difficult and consider what to do about it. The paper critically assesses the two main managerial…
Abstract
Purpose
The purpose of this paper is to explore why objective setting is often found difficult and consider what to do about it. The paper critically assesses the two main managerial perspectives on objective setting before summarising evidence-based research on what works. Based on this literature review, the paper develops a contingency model of objective setting. It then describes how to use this model in practice.
Design/methodology/approach
The paper uses a review of the managerial and evidence-based literature on objective setting to develop a contingency model of objective setting. It describes how this model is operationalised by developing a scale to measure the differences between jobs and the situations they operate in. The model is represented diagramatically. Guidance is given on how to use the model in practice.
Findings
Result-centred and process-centred approaches to objective setting are described and critically assessed. Evidence-based research describing the relationship between objective setting and performance is also presented. In general, clear and specific goals that are challenging but realistic have a moderate effect on performance. However, this only holds for straightforward and predictable tasks. When prior knowledge is needed to perform a task or when the task is complex, a general goal, behavioural goal or learning goal is more effective. Parallels between the managerial perspectives and the contrasting situations form the basis of a contingency model of objective setting.
Research limitations/implications
The relevant theory is described and critically examined. This provides useful descriptions of two different ways to go about setting objectives. The conclusions of recent studies and reviews using evidence-based research are described. They establish both what works and when it works. Taken together, these insights provide a foundation on which to develop a contingency model of objective setting.
Practical implications
There is no one right way to set objectives. Different situations require different approaches. It is possible to assess situations and establish the appropriate combination of perspectives. It is then possible to develop an appropriate set of objectives for the situation. Guidance is given on how to use this approach in practice. The overall approach is rooted in theory and evidence-based research.
Social implications
The application of this model in the workplace can help individuals to perform more effectively. It can also help line managers, learning and development specialists, and human resource professionals to help individuals to perform more effectively. In so doing, the model helps organisations to function more effectively. This has wider implications for the economy and society.
Originality/value
The paper is original in that it brings together both management theory and evidence-based research to develop a contingency model of objective setting. This model as a whole and the method of assessing job characteristics are original.
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Ofer Zwikael and Jack R. Meredith
Project goal setting, led by a project proposal development team, is an important operations process because effective goal setting aligned with the operations strategy can…
Abstract
Purpose
Project goal setting, led by a project proposal development team, is an important operations process because effective goal setting aligned with the operations strategy can enhance project investment decision making, project success and thereby operations performance. The purpose of this paper is to argue that because of the strategic nature of this task, the organizational climate (OC) that the proposal development team works in is critical for the effectiveness of their goal setting.
Design/methodology/approach
The authors raise hypotheses regarding the role OC plays in enhancing the effectiveness of the support senior executives provide to project proposal teams. The authors test the hypotheses in a longitudinal survey of 200 managers in the USA.
Findings
Results show that a formal organizational process used by proposal development teams for setting project goals is highly effective and that an appropriate OC further intensifies the positive effect of such a process. However, a formal organizational process has no positive effect on effective goal setting if implemented in an environment with a poor OC.
Originality/value
The paper contributes to the literature by finding that a positive OC intensifies the already positive effect of organizational support. In practice, the creation of such a climate can enhance project goal setting, project success, and as a result, operations performance.
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