According to goal-setting theory, in order for goals to enhance motivation and performance they must be

The goal-setting theory holds that setting clear goals is less successful than goals that are explicit and measurable. This theory was developed by Edwin A. Locke in 1968. In his article, "Toward a Theory of Task Motivation and Incentive," Locke demonstrated how employees are more motivated by clear objectives and encouraging feedback and are more likely to achieve these objectives when they are specific and measurable.

Benefits of goal-setting theory:

The goal-setting philosophy has many benefits that can be applied to the workplace. These benefits comprise:

Setting goals can boost workers' involvement at work.
This theory offers a clear roadmap for how to establish and accomplish goals in an efficient manner.
By boosting efforts and general motivation, goal-setting enhances employee performance.
Setting goals enables regular, constructive feedback to help staff keep becoming better.
Setting and achieving goals provide workers a sense of overall accomplishment, which can improve morale and workplace happiness.

Goal-setting theory's shortcomings:

Using goal-setting theory at work may have a few potential drawbacks that should be considered. Among these possible drawbacks are:

Performance could suffer as a result of conflicting actions if management and the business are attempting to achieve challenging goals.
The performance and motivation of an employee may suffer if the objective is set too high relative to their abilities and capabilities.
In an effort to meet more challenging and complicated goals quickly, dangerous conduct may be exhibited.

Learn more about enhancing motivation with the help of the given link:

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