Goal setting does not have to be a rigorous task when done following the SMART Theory of goal planning. The SMART Theory states that goals should be specific, measurable, attainable, realistic, and timely. I will show examples from Elizabeth Lyman 's paper supporting the SMART Theory. Specific. The goal is to identify the challenges that are hindering the health care workers and create a course of action to create and implement the necessary changes. The writer suggests first identifying indicators of need. The indicators presented are sector changes, organizational changes, and employees ' perception (Layman, 2011). Because federal funding and payment processing constantly changes, there is a need for management and department leaders to constantly educate and reinforce procedural updates (Layman, 2011). Daily assessment of employee input is encouraged in order to ensure that the updates are not causing additional work related stress. Measurable. In order to fix a problem, one must be able to weigh what is need or expected against what is actually occurring. In this paper, the writer states a clear need for employee surveys in every department at every job level to reveal not only how employees feel about their roles, but also to determine whether or not employees understand their individual significance. This can also be tracked using flow charts, motion, and time studies as well as observing and logging the findings of random observations (Layman, 2011). Employees need regular performance evaluations and human resources should track general behaviors such as attendance and arrival/departure times (Layman, 2011). Attainable. Goals need to be probable, meaning, one must also recognize limitations. Incremental transitions alleviate the added stress of change. This proposal suggests managers and directors need to be the first to prepare for restructuring by assessing employee credentials as well as reviewing the budget for any salaries changes (Layman, 2011). Being prepared for multiple scenarios will help determine the quality of the goal. Realistic. Unrealistic goals can lead to an overwhelming sense of inadequacy. Employees do not respond well to being over worked (Layman, 2011). In the health care industry, employees need to be focused on health care, not worrying about how to fill out the new reports in three days. Changing any routine takes consideration, practice, and refinement. Timely. Time is a variable that may be difficult to judge. If too much time is given to a task, there is a possibility that no one will sense urgency. However, if not enough time is given, employees may begin to feel rushed. Too much urgency can create unnecessary stress leading to mistakes and/or a decrease in attendance. The writer feels that it is up to the industry leaders to find the balance in their environments with the implementation goals and employee response and capabilities (Layman, 2011). Redesigning jobs is one of the main points of the author 's proposal in order to work more efficiently while remaining fiscally aware of the budget. This includes recognizing the indicators suggesting the need for change. These indicators are scheduling, worker relationships, new technologies, company policies, work load, and task categorization (Layman, 2011). Employees become bored and complacent when a lack of variety is present in the working environment (Layman, 2011). Creating different levels of jobs allows for job
Goal setting does not have to be a rigorous task when done following the SMART Theory of goal planning. The SMART Theory states that goals should be specific, measurable, attainable, realistic, and timely. I will show examples from Elizabeth Lyman 's paper supporting the SMART Theory. Specific. The goal is to identify the challenges that are hindering the health care workers and create a course of action to create and implement the necessary changes. The writer suggests first identifying indicators of need. The indicators presented are sector changes, organizational changes, and employees ' perception (Layman, 2011). Because federal funding and payment processing constantly changes, there is a need for management and department leaders to constantly educate and reinforce procedural updates (Layman, 2011). Daily assessment of employee input is encouraged in order to ensure that the updates are not causing additional work related stress. Measurable. In order to fix a problem, one must be able to weigh what is need or expected against what is actually occurring. In this paper, the writer states a clear need for employee surveys in every department at every job level to reveal not only how employees feel about their roles, but also to determine whether or not employees understand their individual significance. This can also be tracked using flow charts, motion, and time studies as well as observing and logging the findings of random observations (Layman, 2011). Employees need regular performance evaluations and human resources should track general behaviors such as attendance and arrival/departure times (Layman, 2011). Attainable. Goals need to be probable, meaning, one must also recognize limitations. Incremental transitions alleviate the added stress of change. This proposal suggests managers and directors need to be the first to prepare for restructuring by assessing employee credentials as well as reviewing the budget for any salaries changes (Layman, 2011). Being prepared for multiple scenarios will help determine the quality of the goal. Realistic. Unrealistic goals can lead to an overwhelming sense of inadequacy. Employees do not respond well to being over worked (Layman, 2011). In the health care industry, employees need to be focused on health care, not worrying about how to fill out the new reports in three days. Changing any routine takes consideration, practice, and refinement. Timely. Time is a variable that may be difficult to judge. If too much time is given to a task, there is a possibility that no one will sense urgency. However, if not enough time is given, employees may begin to feel rushed. Too much urgency can create unnecessary stress leading to mistakes and/or a decrease in attendance. The writer feels that it is up to the industry leaders to find the balance in their environments with the implementation goals and employee response and capabilities (Layman, 2011). Redesigning jobs is one of the main points of the author 's proposal in order to work more efficiently while remaining fiscally aware of the budget. This includes recognizing the indicators suggesting the need for change. These indicators are scheduling, worker relationships, new technologies, company policies, work load, and task categorization (Layman, 2011). Employees become bored and complacent when a lack of variety is present in the working environment (Layman, 2011). Creating different levels of jobs allows for job