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Chapter one


1.1 Background of the Study

The corporate aim of any formal organisation is to achieve specific goals and objectives by utilising available human resources. Such goals include the ambition to dominate the market and generate strong profitable growth by being the best at discovering and addressing requirements through the delivery of high-value products.

The organization’s effectiveness and efficiency in providing services to its final consumers will play a significant role in achieving the goals and objectives. In a highly competitive market like Nigeria, the quality of service delivery is used to assess an industry’s skills, effectiveness, and efficiency.

A goal is a clearly defined description of a specified task that must be performed by a certain date. Goalsetting in writing is critical because it transforms the goal into a decision plan for success rather than just a concept.

Progress on goal achievement should be reviewed on a frequent basis, particularly in long-term goal setting scenarios, to keep both employer and employee on track and up to date.

Accurate communication is vital in goal establishing to guarantee that the objective is interpreted and understood the same way by both the employer and the employees, as successful goal setting between both parties leads to successful goal achievement.

Goal setting can have a good impact on employee performance if the goals are relevant to both the firm and the workers, as well as reasonable and reachable.

Employers must provide employees with clear instructions when it comes to goal planning so that management’s objectives can be met. Setting objectives, whether personal or professional, has a significant impact on those who employ them.

“Goals provide a sense of direction and purpose” (Goldstein, 1994). Goal setting can improve worker performance since it explains exactly what is expected of them. When expectations are clear, it is easy to work towards them. Goal planning allows you to be proactive rather than just reactive.

Goal setting is critical to gaining success in any endeavour. It is difficult to know where you are going if you don’t know where you are going. Everyone needs objectives to be motivated, grow, or improve performance, especially powerful goals.

Setting goals, for example, helps employees understand where they need to go and how to get there. It also enables employees to manage themselves.

Employees should develop goals that are SMART (Specific, Measurable, Achievable, Realistic, Timely). Goals indicate expectations, and if employees have higher expectations, they will perform better as long as they meet their goals.

Most of the time, employees require motivation, meaning, and purpose in their professions, and if they create worthy goals, they will find life, particularly work, more satisfying and fascinating. When there is an aim, there is a purpose, and satisfying that purpose improves performance because there is a sense of accomplishment.

1.2 Statement of the Problem

To be honest, organisations lack goals; only individuals do. People set organisational goals either individually or, more commonly, as a group of individuals working together.

For example, a group of senior managers may reach an agreement on a specific preferred course of action, which becomes known as an organisational aim. However, this remains the purpose of the managers who established it.

The advancement of people towards their own goals determines the organization’s success. As a result, the study of goal setting becomes challenging because it focuses on understanding, forecasting, and managing employee decisions.

One of the greatest challenges confronting organisational goals is a lack of mutual interest. A manager’s goal may not correspond with the organization’s overall goals. In such instances, an individual employee’s goals may be in direct conflict with those of the employing organisation.

As a result, the goals that the organisation actually pursues (informal goals) can be distinguished from the publicly stated goals (formal goals), which are broad in scope and serve as the grounds for the organization’s purpose.

Informal goals can be deduced from real decisions and actions conducted within the organisation. Managers and members of the organisation will have:

v Their own impression of the organization’s goals–for example, producing high-quality handbags that meet the needs of customers; and

v Their personal goals, such as earning high income, advancing in their careers, gaining social acceptance, and achieving status, which they expect to be met by participating in the organization’s activities.

Conflict and poor performance are common when organisational and personal aims diverge. When personal ambitions align with organisational goals, an organisation becomes more effective.

Organisational effectiveness will ultimately be determined by the extent to which individuals are given the opportunity to achieve their personal goals while also contributing to the organization’s aims. Performance may suffer if the organization’s and individuals’ goals are not aligned.

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