Goal-setting, planning, and performance

What is it about?

As competitive pressures persist and global economic influences continue to present new challenges, businesses need to be able to respond to emerging circumstances. Goal-setting and planning are key mechanisms contributing to organizational competitive success; yet organizations do not appreciate the role of competency and capacity building factors that contribute to successful planning. This paper integrates three theoretical models enabling an investigation into the positive relationships between information feedback, training, and organizational performance outcomes, while exploring the positive mediating roles of goal-setting and planning. A unique organizational sample of agribusiness producers (n = 499) in Canada is used. A structural equation path analysis model was used to evaluate the main relationships. The key findings are that the hypothesized relationships within a partial mediation model are supported. Within the integrated and expanded goal-setting, planning and performance (GPP) theoretical framework, the results suggest that organizations are finding value in not just management and training activities, but also in the benefits to enhanced goal-setting and planning; and that these managerial and training activities should not be considered in isolation, but rather as supports for goal-setting, planning and performance outcomes. Thus, the implications are that managers can find organizational value enhanced through the building of capacity that accompanies management activities and training and the emerging competencies that aid goal setting and planning activities.

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Photo by Federico Respini on Unsplash

Photo by Federico Respini on Unsplash

Why is it important?

The implications are that managers can find organizational value enhanced through the building of capacity that accompanies management activities and training and the emerging competencies that aid goal setting and planning activities.

Perspectives