Goal Setting Case Study

• How are the principles of goal setting applied in this case?

Between 1979 and 1985, management of HIS Department implemented five specific goals. . These goals simplify the culture of goal setting in this organization. One reason behind the success of HIS Department is the regular adaptation to change in work ethics. In other words, HIS Department engages in job redesign to meet the needs of clients and employees. Beside the goal setting culture in HIS Department, other factor affects work. These factors include department-specific or industry wide, and technology. However, with HIS Department, setting and implementing goals is a norm that employee proud themselves with.

First, “goal setting involves establishing specific, measurable,

Wikipedia. (2008). In this case, job enrichment is applied by increasing the responsibility of employees of HIS Department, whereby task is added to what they already do. Job enrichment demands that employee is given more control to their job and allows them autonomy on how task is carried out, this is the case here as more responsibilities are added to what they already have to contend with, it is likely that productivity and job satisfaction will improve in the long run. For example, 29 new roles are going to be implemented and so these roles will be attached to existing positions. In her words, “Initial establishment of these positions has begun. However, typically, the role is added to the set of tasks –the job—of a current employee. This practice is common and familiar to departmental members of HIS Departments. For example, the roles of privacy officer and RAC co-ordinator were added to the role of director of HIS Services. Thus, one employee wears many hats”. Layman. (2011). It is clear that principle of job enrichment is applied by increasing workload to an existing task. This attitude of increasing responsibility has the propensity to reduce turnover and increase productivity. However, it is obvious that these role will be added to an already existing task, what is not clear though, is the level of job control power given to the employees of HIS

This outcome could be a result of increase in responsibility of task on employees. According to Carpenter, some employee given extra responsibility may expect a pay increase or some form of benefits and compensation for putting extra time and energy. If this expectation is not met, frustration and dissatisfaction will result in work attitude. Another reason for the negative outcome experienced in HIS Department is that not all employee enjoys having to control how they work; if they are not pleased controlling how they work, they can become frustrated and dissatisfied with their job. With the negative outcome of job enrichment in HIS Department, it is a signal that employees are not motivated with the changes that was put in place. Another factor that may have led to the poor outcome in HIS Department is knowledge of task. When employee is not trained and lack basic knowledge of his task, it will result in frustration, absenteeism and low productivity. Organization that has such negative experience should consider consultation that could help the stability of employees. In that case, it is proper to see how management of HIS Department