Mutually set-targets and organizational performance
Orji, Nwosu Ndem
Department of Sociology
Faculty of Social Sciences
University of Port Harcourt
ABSTRACT
Organizations want to succeed but require people to do the necessary task that would eventually translate into success or performance. Setting targets over time has always been a potent strategy to deliver organizational objectives. However, setting targets to derive the necessary benefits is one thing and the delivery is just another. Over time it has become a tradition for most organizations to set their targets in isolation, and completely devoid of the involvement of the employees. The study is an investigation of the import of mutually set targets on employees’ effectiveness and organizations performance in selected banks. A structured questionnaire was used to acquire data from a sample of 340 respondents. Data for the study was analysed using descriptive statistics and Pearson Coefficient Correlation statistical technique. The study reveals that the more targets are mutually set the more effective the employees and the more productive organization become in terms of performance. The study also reveals that various associated factors, including a non-consideration or non-involvement in setting targets, non-conducive work environment and poor reward system, among others are key factors that can go a long way to demotivate workers, enhance employee turnover and to that extent scurry the performance of the organization. Inter alia, the study recommends that management commit to change policy and restructure divisive organizational policy that negates mutuality in setting targets for the organization. Develop and facilitate convergence sessions that conglutinates all categories of employees and management to integrate and bond beyond work interface.
Key words: Target setting, mutually set-targets, organization, employee effectiveness, employee turnover.
