What does goal-setting theory tell us?

What will be an ideal response?

Answer: The goal-setting theory says that specific goals increase performance and that difficult goals, when accepted, result in higher performance than do easy goals. It says that working toward a goal is a major source of job motivation. Studies on goal setting have demonstrated that specific and challenging goals are superior motivating forces. Such goals produce a higher output than does the generalized goal of "do your best." The specificity of the goal itself acts as an internal stimulus. However, the conclusions of goal-setting theory apply to those who accept and are committed to the goals. Also, while participation is preferable to assigning goals when employees may resist difficult challenges, it is not always necessary for performance. Self-generated feedback has been shown to be a more powerful motivator than feedback coming from someone else. Three other contingencies besides feedback influence the goal-performance relationship: goal commitment, adequate self-efficacy, and national culture. First, commitment is most likely when goals are made public, when the individual has an internal locus of control, and when the goals are self-set rather than assigned. Next, self-efficacy refers to an individual's belief that he or she is capable of performing a task. The higher your self-efficacy, the more confidence you have in your ability to succeed in a task. Finally, the value of goal-setting theory depends on the national culture. It's well adapted to North American countries because its main ideas align reasonably well with those cultures. Goal setting cannot be expected to lead to higher employee performance in countries where the cultural characteristics aren't like this.