Let's form the basic goal-setting theory into an integrated model. This
integrated model will explain the fundamentals of both the motivation
to work and job satisfaction. It will also specify their interrelationship.
Locke and Latham called this the higher performance cycle ( 1990).
They noted that this model is restricted primarily to the individual level
of analysis, though there is evidence that the same principles apply to
teams and organizations.

Goals can be set in at least three ways. They can be assigned, they
can be set participatively, or a person can choose the goal (self-set).
Classical management theories favor the idea that it is the leader's
responsibility to assign goals. Humanistic organization theories
advocate the subordinate's participation. Job redesign advocates favor
high subordinate autonomy, a stance that would appear to favor self-set
goals. Essays and reviews of the literature on participation are filled
with ideology and emotionalism. Some even say participation is an
ethical imperative.

The studies conclude that it is not so important how a goal is set;
what is more important is that a goal be established regardless of the

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