Hairy Goals and Organizational Fit: A Case of Implementing ICT-Supported Task Planning in a Large Hospital Region

ABSTRACT

Most studies on goal-setting practices and organizational change examine their effects on employee motivation and performance. Goal-setting practices are treated as an independent variable, stimulating some social or individual response. Relatively few studies of organizational change have considered requirements of goal-setting practices linked to the characteristic features of the organization. In this study, we examined the significance of a fit between characteristic features of the organization and goal-setting practices. Empirical studies suggest that characteristics of the organization should be considered to fully understand the effects of goal-setting practices. A large hospital region in Norway indicated that the goal-setting practice resembles what is commonly known as ‘hairy goals’. These goals were well adapted to the characteristics of the case organization. In particular, they reduced the risk of a collision of rationalities among hospital employees. The low level of resistance and conflict in the case studied here stands out from the experience of other major organizational changes in the Norwegian hospital sector. The study adopts a mixed-methods approach utilizing governing documents from the health sector, interviews of key personnel, and an employee survey.

KEYWORDS:

• Organizational change
• goal setting
• organizational fit
• hairy goals
• task planning systems

Disclosure statement

No potential conflict of interest was reported by the authors.

Notes on contributors

Thomas Laudal is Associate Professor at University of Stavanger Business School. He Specializes in HRM, organizational change, and sustainability. Dr. Thomas works with Government ministries and offers consultancy services linked to business policies and logistics.

Gunhild Bjaalid is a Ph.D. fellow at University of Stavanger Business School. She Specializes in HRM, social psychology, and organizational change. Bjaalid has Several years of both clinical and non-clinical work experience.

Aslaug Mikkelsen is Professor at University of Stavanger Business Schools. She specializes in HRM, business strategy, and leadership studies. Dr. Aslaug held a broad range of management positions in academic institutions and in business organizations.

Additional information

Funding

This work was supported by the Stavanger University Hospital; the University of Stavanger; and The Western Norway Regional Health Authority (Helse Vest RHF).