New developments in and directions for goal-setting research.

By Gary P. Latham, Edwin A. Locke. 2007

564 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/2aa9abc39b1a0af540e879eb2589a300a17cee64

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Citations in the corpus

Supervisors' exceedingly difficult goals and abusive supervision: The mediating effects of hindrance stress, anger, and anxiety (2014, unknown): “Virtually all research on goal difficulty has obtained support for a linear relationship with an individual’s subsequent performance (Latham & Locke, 2007; Mitchell & Daniels, 2003), suggesting that difficult goals lead to higher Copyright © 2013 John Wiley & Sons, Ltd. J. Organiz.”
Managing Joint Production Motivation: The Role of Goal Framing and Governance Mechanisms (2011, background): “…or group’s task but also clear with regard to how tasks fit into joint production with others to make sure that participants perceive they are engaged in joint production (see De Dreu, 2007, on ”task reflexivity”; see also Latham & Locke, 2007: 296, and Mathieu, Rapp, Maynard, & Mangos, 2010).”
The development of goal setting theory: A half century retrospective. (2019, background): “Proximal goals are especially important for attaining sequentially interdependent distal goals that are long term and are complex for an individual or team (Latham & Locke, 2007; Locke, 2018b).”
The application of Goal Setting Theory to goal setting interventions in sport: a systematic review (2021, background): “Another important consideration of GST pertains to the moderators that in ﬂ uence the relationship between goal setting and performance, which include ability , goal commitment , feedback , task complexity , and task knowledge and resources (Locke & Latham, 1990, 2002; Latham & Locke, 2007, 2013).”
Effect of Goal Setting for Motivation, Self-Efficacy, and Performance in Elementary Mathematics (2020, background): “Furthermore, goals are affected by self-efficacy and the value placed on the outcome (Latham & Locke, 2007).”
Whatever It Takes: How and When Supervisor Bottom-Line Mentality Motivates Employee Contributions in the Workplace (2020, background): “Front-line supervisors, in particular, often emphasize bottom-line attainment as a way of motivating their employees’ productivity (Latham & Locke, 2007; Rodgers & Hunter, 1991; Yukl, 2013).”
The Relevance and Viability of Subconscious Goals in the Workplace (2010, background): “Moreover, consciously setting a specific challenging goal has been shown to lead to significant increases in job performance (Latham & Locke, 2007; Locke & Latham, 2002).”
An exploratory field experiment of the effect of subconscious and conscious goals on employee performance (2009, background): “Goal setting theory, for example, states that goal commitment is a conscious decision, and goal pursuit is characterized by conscious monitoring of one’s performance toward goal attainment (Latham & Locke, 2007).”
Hope as a Resource for Self-Directed Career Management: Investigating Mediating Effects on Proactive Career Behaviors and Life and Job Satisfaction (2014, background): “I base this assertion on the observation that career decidedness is related to goal clarity and commitment, which research has established motivate the pursuit and achievement of goals (Latham and Locke 2007).”
Getting to the “COR” (2014, background): “At some point of investment, an individual may consider that his or her endeavor has reached a stalemate (Latham & Locke, 2007).”
Foreign Language Learning Motivation in Higher Education: A Longitudinal Study of Motivational Changes and Their Causes. (2013, background): “…setting is strongly related to expenditure of effort and that individuals with specific and challenging goals persist longer at a task than individuals with easy and vague goals provided the goals are attainable (Latham and Locke, 2006, 2007); effect sizes in meta-analyses ranged from .42 to .80.”
A business frame perspective on why perceptions of top management's bottom‐line mentality result in employees’ good and bad behaviors (2019, background): “To receive access to desirable resources, opportunities for raises and advancement, and to avoid being terminated, employees need to meet the expectations of the environment (e.g., Latham & Locke, 2007).”
Looking Forward to Performance Improvement: A Field Test of the Feedforward Interview for Performance Management (2015, background): “Locke and Latham’s (2002, 2013; Latham & Locke, 2007) goal-setting theory states that feedback moderates the likelihood of goal attainment because the feedback informs an individual whether a different strategy is needed or more effort is required.”