Lack of Identification of Employer Goals on Organizational Strategy

Lack of Identification of Employer Goals on Organizational Strategy

Lack of Identification of Employer Goals on Organizational Strategy
In every organization, goals and objectives have to be set either by the employer, or
jointly through a collaborative process involving the employer and the employees. Either way,
organizational goals provide important blueprints that determine the course of action of
employees and employers, and aids in designing and preparing for future changes (Ovidiu-Iliuta,
2014). Owing to the crucial nature of these goals and objectives, it become imperative that every
employer has to ensure that SMART goals and objectives are instituted, to guide the operations
of the organization, and bring order. However, what would happen if these goals were not set? It
is on this backdrop that this paper develops a solid argument behind the impact of lack of
identification of employer goals on organizational strategy.
As aforementioned, organizational goals provide a blueprint that define the course of
action of an organization. Basically, this course of action is what is referred to as strategy. An
organizational strategy refers to a contingent of activities and plans outlined to pursue a given

EMPLOYER GOALS AND ORGANIZATIONAL STRATEGY 2
objective, and to take care of the future. Drawing from this definition, it is clear that employer
goals and organizational strategy go hand in hand, and must be used in tandem to ensure
organizational success. According Farndale, Pai, Sparrow, and Scullion (2014), organizational
goals serve four major roles: they facilitate planning, provide direction and guidance, assist in
employee motivation, and contribute in performance evaluation and control.
Lack of identification of goals would hamper adequate planning in an organization. Since
the business world is a rapidly changing platform, it is imperative that organizations come up
with plans for the future, for instance, how to compete fairly, how to keep up with the ever-
changing consumer preferences, and how to cope up with technological advancements, among
others (Ovidiu-Iliuta, 2014). Without the institution of proper plans, it would mean that the
organization would be caught off-guard when such crucial changes occur.
Additionally, as earlier identified, goals are important motivators for employees.
Working with a known target makes operations easier, achievable, and motivating. However, in
a case where the targets are not well designated, employees would not work hard enough, since
they are not driven by any pressure to achieve. In line with this, employers also usually tend to
align organizational goals with their own, and use these as their performance indicators (Ovidiu-
Iliuta, 2014). It is important to appraise highly performing employees, since this would impact
heavily on their motivation to work and be retained within the organization. Performance
appraisal is only possible if there are set goals that act as indicators of good work.
As line managers, overcoming pitfalls caused by lack of identification of goals calls for
solid leadership abilities. Most importantly, line managers need to be collaborative, and involve
employees in goal-setting, so that they feel part of the organization. One contingent approach
would be to set specific short-term goals for teams, and ensure that these goals are met at the end

EMPLOYER GOALS AND ORGANIZATIONAL STRATEGY 3
of the specified time (Effects of wellbeing strategies not measured, report finds, 2013). While
these might act as ephemeral solutions to the above pitfalls, it is important that the line managers
come together to set long-term goals for the entire organization, based on its culture and
objectives. This process should be collaborative, and must involve all employees so that they
embrace the goals, and become part of the organization. Still, fostering teamwork in such a
scenario is a great way to get the goals to be met satisfactorily.

References

Effects of wellbeing strategies not measured, report finds. (2013). Occupational Health, 65(5), 7.
Farndale, E., Pai, A., Sparrow, P., & Scullion, H. (2014). Balancing individual and
organizational goals in global talent management: A mutual-benefits perspective. Journal
Of World Business, 49(Talent Management), 204-214. 
Ovidiu-Iliuta, D. (2014). The link between organizational culture and performance management
practices: A case of it companies from Romania. Annals Of The University Of Oradea,
Economic Science Series,23(1), 1156-1163.