Goal Setting in the Management of Operations

Document Information:
Title: Goal Setting in the Management of Operations
Author(s): Edna M. White, (College of Business Administration, Texas A&M University,
USA), Benito Flores, (College of Business Administration, Texas A&M University,
USA)
Citation: Edna M. White, Benito Flores, (1987) "Goal Setting in the Management of
Operations", International Journal of Operations & Production Management, Vol. 7
Iss: 6, pp.5 - 16
Keywords: Goal Setting, Materials Requirement Planning, Task Motivation
Article
type:
General review
DOI: 10.1108/eb054804 (Permanent URL)
Publisher: MCB UP Ltd
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
Effective Organisational Goal Setting

Document Information:
Title: Effective Organisational Goal Setting
Author(s): Trey Cochran, Brian H. Kleiner
Citation: Trey Cochran, Brian H. Kleiner, (1992) "Effective Organisational Goal Setting",
Management Research News, Vol. 15 Iss: 9, pp.13 - 17
Article
type:
General review
DOI: 10.1108/eb028260 (Permanent URL)
Publisher: MCB UP Ltd
Abstract: As a business grows larger and more complex in today's competitive world, the role
of organisational goal setting becomes more and more critical to the continued long
term success of that organisation. Realistically developed, stated, and implemented
goals can be the guiding principle for increased effectiveness and continued growth.
On the other hand, the lack of effective goal setting will lead to declines in the
organisation's performance. It is the responsibility of the organisation's management
to understand the importance of goal setting and the environment within which these
goals must be mad
ynamic strategic goal setting: theory and initial evidence

Document Information:
Title: Dynamic strategic goal setting: theory and initial evidence
Author(s): Mark B. Houston, S. Ratneshwar, Lisa Ricci, Alan J. Malter
Volume: 7 Editor(s): Naresh K. Malhotra ISBN: 978-0-85724-475-8 eISBN: 978-0-85724-
476-5
Citation: Mark B. Houston, S. Ratneshwar, Lisa Ricci, Alan J. Malter (2010), Dynamic
strategic goal setting: theory and initial evidence, in Naresh K. Malhotra (ed.) 7
(Review of Marketing Research, Volume 7), Emerald Group Publishing Limited,
pp.19-62
DOI: 10.1108/S1548-6435(2010)0000007006 (Permanent URL)
Publisher: Emerald Group Publishing Limited
Article
type:
Chapter Item
Abstract: We develop an integrative conceptualization of how firms set and alter strategic
goals, incorporating insights from goal-setting literatures across the disciplines of
marketing, management, and psychology. Our framework accounts for the internal
and external forces that impact the content of a firm's goals as well as the dynamic
processes by which these goals are formed and changed over time. By proposing this
framework, we strive to offer insights into the black box of organizational goals
that connect firm resources and environmental context to firm strategies. Illustrative
data to support our framework are provided from a case study of a Fortune 100
communication firm's entry into an emerging, high-technology, new product
marketplace.
Chapter 8 Affect and Employee Proactivity: A Goal-
Regulatory Perspective

Document Information:
Title: Chapter 8 Affect and Employee Proactivity: A Goal-Regulatory Perspective
Author(s): Uta K. Bindl, Sharon K. Parker
Volume: 8 Editor(s): Neal M. Ashkanasy, Charmine E.J. Hrtel, Wilfred J. Zerbe ISBN:
978-1-78052-676-8 eISBN: 978-1-78052-677-5
Citation: Uta K. Bindl, Sharon K. Parker (2012), Chapter 8 Affect and Employee Proactivity:
A Goal-Regulatory Perspective, in Neal M. Ashkanasy, Charmine E.J. Hrtel,
Wilfred J. Zerbe (ed.) Experiencing and Managing Emotions in the Workplace
(Research on Emotion in Organizations, Volume 8), Emerald Group Publishing
Limited, pp.225-254
DOI: 10.1108/S1746-9791(2012)0000008013 (Permanent URL)
Publisher: Emerald Group Publishing Limited
Article
type:
Chapter Item
Abstract: Proactivity is a type of goal-directed work behavior in which individuals actively
take charge of situations to bring about future change in themselves or their
organization. In this chapter, we draw on goal-regulation research to review
conceptual and empirical evidence that elucidates some of the complex links of
affective experience and employee proactivity. We identify the different ways in
which affective experience influences different stages of proactivity, including
employees efforts in setting a proactive goal (envisioning), preparing to implement
their proactive goal (planning), implementing their proactive goal (enacting), and
engaging in learning from their proactive goal process (reflecting). Overall, our
review suggests an important, positive role of high-activated positive trait affectivity
and moods in motivating proactivity across multiple goal stages, as compared to
low-activated positive affectivity and moods. The role of negative affect is mixed,
and likely depends on both its valence and the stage of proactivity that is being
considered. We identify a lack of research on the role of discrete emotions for
employee proactivity. We discuss future avenues for research, particularly the roles
of intra- and inter-personal emotion regulation for proactivity and of affective
embeddedness of proactive processes in the social environment of organizations.
Article Type: Abstracts From: Development and Learning
in Organizations, Volume 20, Issue 2.
Performance appraisal, employee development and organizational justice: exploring the
linkages
Nurse, L.
The International Journal of Human Resource Management, (UK), July 2005, Vol. 16 No. 7, Start
page: 1176, No. of pages: 19
Purpose Studies the attitudes of employees towards performance appraisal, assessing if it
contributes to their perceptions of organizational justice. Also assesses the impact that trade
union recognition has on this. Design/methodology/approach Tests out the hypothesis that
workers in the non-union sector will experience lower levels of procedural and interactional
justice than employees in unionized workplaces. Assesses this by interviewing employees from a
sample of 120 public and private sector organizations in Barbados, aiming for a sample of five
employees from the smaller organizations and fifteen from the larger. Notes that 36 percent of
the sample were trade union members. Analyses their perceptions of performance appraisal,
looking at when the appraisal was used to determine pay, when it was linked to employee
development and when it was used to inform job promotion decisions. Findings Reports no
significant differences in the perceptions of union and non-union employees to the fairness of
performance appraisal systems, noting that, contrary to the hypothesis, non-union employees
tended to have more favorable perceptions of performance appraisal. Also finds that employees
who felt that they were not treated fairly in the performance appraisal system were also likely to
perceive that their expectations concerning development and promotion were not met. Research
limitations/implications Indicates areas for further research.
Originality/value Notes the lack of research on the approach taken to human resource
management in Barbados.
Style: Research paper
ISSN: 0958-5192
Reference: 34AW980
Assessing and Transforming Performance Appraisal

Document Information:
Title: Assessing and Transforming Performance Appraisal
Author(s): Daniel F. Twomey, Rosemarie Feuerbach Twomey
Citation: Daniel F. Twomey, Rosemarie Feuerbach Twomey, (1992) "Assessing and
Transforming Performance Appraisal", Journal of Managerial Psychology, Vol. 7
Iss: 3, pp.23 - 32
Keywords: Employee attitudes, Organizational effectiveness, Performance appraisal, Strategy
DOI: 10.1108/EUM0000000001739 (Permanent URL)
Publisher: MCB UP Ltd
Abstract: Proposes that by redirection performance appraisal can become a pivotal force for
translating, articulating and instilling commitment to an organization's strategy.
Presents a framework for assessing the success and failure of performance appraisal
systems in achieving their evaluation and development role on several dimensions.
Resolves the limitations of conventional systems by transcending the dysfunctional
conflict between evaluation and development. The transformational performance
appraisal system is consistent with the new ways of managing and with new
organizational forms.