Law, Wing Sze Vikki. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2007. / Includes bibliographical references (leaves 38-40). / Abstracts in English and Chinese. / Abstract --- p.i / Acknowledgements --- p.ii / Chapter Chapter 1 --- Introduction --- p.1 / Background of Goal Setting Theory --- p.1 / The Dark Side of Goal Setting --- p.2 / How does goal setting motivate unethical behavior? --- p.5 / Organizational climate encourages unethical behavior --- p.6 / Costs of goal failure and the benefits of unethical behavior --- p.6 / The effects of extrinsic reward --- p.8 / "Goal proximity and the ""Goal Looms Larger Effect""" --- p.9 / Mediating role of goal commitment --- p.9 / Chapter Chapter 2 --- Method --- p.11 / Participants and Design --- p.11 / Task and Procedures --- p.11 / Manipulations --- p.12 / Chapter Chapter 3 --- Result --- p.15 / Main Analyses --- p.15 / Goal assignment methods and perceived goal difficulty and specificity --- p.15 / Goal assignment methods and perceived level of challenge and stress --- p.16 / Goal assignment methods and performance --- p.17 / Goal assignment and work effort --- p.19 / Performance overstatement and understatement --- p.20 / Goal assignment methods and unethical behavior --- p.23 / Goal proximity and unethical behavior --- p.24 / Goal assignment and goal commitment --- p.25 / The mediating role of goal commitment on unethical behavior --- p.26 / Chapter Chapter 4 --- Discussion --- p.28 / Goal setting and work effort --- p.28 / Goal setting and performance --- p.29 / The Dark side of goal setting --- p.30 / Goal proximity --- p.32 / Mediating role of goal commitment --- p.32 / Goal setting and goal commitment --- p.32 / Chapter Chapter 5 --- Conclusion and Implications --- p.34 / Limitations and future studies --- p.36 / Reference --- p.38 / Appendix I Workbook --- p.41 / Appendix II Goal commitment scale --- p.61

A systematic, empirical study conducted in eight hospital operating rooms found that employees often select opportunity-dependent goals. These goals are self-set or chosen by the individual, but the opportunity to perform the goal chosen is dependent on others. For example, "learn to circulate on total joint surgeries" is a self-set, opportunity-dependent goal. The individual must be assigned to that job. It was found that when this type of goal is chosen and the individual is not given the opportunity to perform it, the individual attributes the failure to external causes. This failed opportunity-goal type was significantly related to lower motivation, whereas failed self-dependent goals (for example, "become more proficient on the computer") were related to higher motivation. It was found that the joint influence of the attributional dimensions of causality, stability, and control were affecting these differences for the two types of failed goal groups.

Thesis (Ph. D.)--University of Washington, 2006. / Vita. Includes bibliographical references (leaves 131-139).

Thesis (Ph.D.)--University of Central Florida, 2009. / Adviser: Robert Folger. Includes bibliographical references (p. 100-112).

Thesis PlanB (M.S.)--University of Wisconsin--Stout, 2007. / Includes bibliographical references.

Zugl.: Oestrich-Winkel, Europ. Business School, Diss., 2006. / Also available in print.

Zugl.: Oestrich-Winkel, Europ. Business School, Diss., 2006. / Description based on print version record.

Thesis (Ph. D.)--Georgia State University, 2009. / Title from file title page. Lynn Hannan, committee chair; Galen Sevcik, Kristy Towry, Larry Brown, Tim Mitchell, committee members. Description based on contents viewed Sept. 14, 2009. Includes bibliographical references (p. 79-82).

M.Com. (Industrial Psychology) / Please refer to full text to view abstract

M.Com. (Business Management) / This dissertation is a study of the theoretical basis of management by objectives compared with a modified system used by Technikon Southern Africa, an academic institution. According to management by objectives theory, certain elements should be present in any MBO system if the organization wishes to implement it successfully. The research was based on the hypothesis that the system (MBO) used by Technikon SA, although modified, would still lead to the effective and efficient management of the institution. The first part of this study describes the organizational climate of Technikon SA from its establishment to 1993. In particular, the discussion focuses on the need for an effective managerial system to manage the Technikon as an open system. The second part of the dissertation provides a theoretical framework, based on literature from many sources, which describes the underlyning philosophy of management by objectives. This discussion also comprises the elements of a management by objectives programme, as well as the possible benefits and pitfalls of such a system. The third part of the study refers to the implementation successes of management by objectives in tertiary institutions. This section essentially consists of a comparison of the management by objectives system used by the Technikon and the theoretical basis as it has developed since Drucker first introduced the concept. In the final chapter conclusions based on the comparison are made. The most important conclusion is the rejection of the hypothesis that the system used by the Technikon is effective. In the final analysis suggestions are made to improve the system used by the Technikon, the most important being the following: management must change from an autocratic management style to one of participation and self-control; academics must be seen as professionals who can be trusted to achieve their objectives by way of their own planning and actions; objectives must be determined from key performance areas; goal-setting must be a participative process; all objectives must meet certain criteria; action plans should be implemented; management must be competent to motivate, coach and persuade; continuous feedback should be given by management; and the most important of all, management by obj ectives should be implemented as an integrating system with the emphasis on its use for performance appraisal. Further research is suggested to determine an effective system for Technikon SA. Once again it was found that management by objectives, although an old concept, is effective, but only if management adheres to its basic principles