Companies set yearly goals based on their revenues and agreements with the Board. These goals are based on current market conditions and other hypothesis that lead to define the goals for the company. These objectives are typically cascaded down to the employees and used as a measure of their success, aligned with the structural Frame presented by Bolman & Deal . Is very debatable if this method of setting objectives serves a purpose, but is a very common practice. Those predetermined goals are usually tied to the variable compensation of the employees. When the initial set of hypothesis in which the goals are set, change, companies have to change their goals and those of their employees accordingly. This particular situation brings a lot of uncertainty to the working environment and has to be well managed to avoid further damage.
Changes in the operating environment of organizations force them to reframe and
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Employees need to feel part of something bigger than themselves so that they can feel part of the problems and potential solution. Once employees feel connected with the goals of the company is easier for managers to explain how their individual goals connect with the goals of the entire organization. Contextualization is the key of a key goal transition.
Even with great contextualization of the company goals it is impossible to assure that employees do not feel impotent when their goals are changed. That is why is necessary to have other types of motives for employees rather than goals and variable compensation based on those. Those motives can vary; depending of the context of each company. And have to be well thought to assure that serve as a motivation tool and serves as a deterrent for demotivation in cases where the external variable forces the company to rethink its